cbs social media & innovation in ibm anders quitzau copy
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Presentation to CBS students on March 27, 2012. IBM's internal and external use of social tools and conceptsto innovate. Examples of how we use IBM Connections. http://www-01.ibm.com/software/collaboration/social/business/TRANSCRIPT
© 2012 IBM Corporation
Social Media and Innovation in IBM
- Anders Quitzau, innovation Executive
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CBS 27.3.2012
AndersQuitzauIbm
© 2012 IBM Corporation
Social Media & Innovation
IBM’s definition of innovation
§ Intersection of invention and insight§ Creates value
§ Holistic view– Business model– Products & services– Operations
“Innovation is a societal -- not a
technological -- phenomenon, Sam Palmisano, CEO, IBM Corporation
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© 2012 IBM Corporation
Social Media & Innovation
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IBM’s early days....
© 2012 IBM Corporation
Social Media & Innovation
We Embrace Collaborative & Open Innovation
Enabling culture change
§ Established an innovation agenda that spans multiple dimensions:– Product – Services – Business process– Business model– Management and culture– Policy and society
§ Enabled global collaboration– Culture of collaboration – Innovation ecosystem
Why? What we’ve done
§ Become our clients’ “innovation partner”– Address client priorities– Build deeper client relationships
§ Respond to changing nature of innovation § Organizations need each other to be
successful– Pace of innovation outstrips an
organization’s ability to “go it alone”
§ Changing workforce dynamics– Globalization– “Millennials”
Venture Capitalists ISVs Business
Partners
Universities§ Technical§ Business
CommunityLeaders
CompetitorsEmployees
Regulatory Bodies
Investors IT Analysts
Alumni
StandardsBodies
Policy-makers
ClientsInnovation Ecosystem
“We opened up our labs, said to the world, ‘Here are our crown jewels, have at them’. The Jam -- and programs like it – are greatly accelerating our ability to innovate in meaningful ways for business and society.” - Sam Palmisano, IBM CEO
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© 2012 IBM Corporation
Social Media & Innovation
Innovation is about people – Getting ideas on the table – and implementing the best
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© 2012 IBM Corporation
Social Media & Innovation
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Banks are receiving new innovative ideas from both internal and external sources
Source: The Global CEO Survey 2006
§ “…external, comes from client panels, customers and marketing intelligence…”
§ “…all employees are urged to look for innovation and good ideas…”
§ “…CEO pushes marketing to ‘steal three good ideas’ from competitors and make them better…”
§ “…main source of innovation is individual business itself…”
§ “…vendors are great source of innovation; also use academia…”
Internal & External Sources for New Idea GenerationCustomers directly
Employees (general population)
Consultants
Internal sales and service units
Business partners
Associations, trade groups, conf boards
Competitors
Other
Think-tanks
Academia
Internal R and D
Media, Publications
Internet
Citizens
Labs/Other Govt institutions 0 %
2 %
2 %
2 %
4 %
6 %
6 %
6 %
17 %
19 %
23 %
25 %
27 %
35 %
38 %
Internal Sources
External Sources
Banking CEOs on Sources of New Ideas:
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© 2012 IBM Corporation
Social Media & Innovation
At IBM, ideas are generated from multiple sources within and outside …
Idea
Idea programs
Market Intelligence
Global Technology Outlook
Business Unit Strategies
First-of-a-KindProgram
On Demand Transformation Strategy
New TechnologiesVenture program
University Programs
Global Innovation Outlook
Emerging Business Opportunity Program
Institute for Business Value
Ideation Sources
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© 2012 IBM Corporation
Social Media & Innovation
Manufacturing Customer FulfilmentMajor Employee Sites
IBM Research Centers
Employee Service Centers
• 170 countries• 2,000 locations• Nearly 100
acquisitions since 2003
• 50% employees have < 5 years experience
IBM location Mobile employees
IBM has a workforce of over 500,000 of which almost 50% are mobile
LC
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© 2012 IBM Corporation
Social Media & Innovation
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© 2012 IBM Corporation
Social Media & Innovation
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Generational shifts unleash different work styles
New generation(born after 1980)
Mid- career workers(Age 35 – 50)
Older workers(Age 50 +)
growing as % of workforce
social networkingemail instant messaging
shrinking as % of workforcegrowing as % of workforce
wisdom and intellectual capital of the organization
essential professionals and middle managers
critical to long-term viability and innovation
social networkingemail instant messaging
shrinking as % of workforcegrowing as % of workforce
wisdom and intellectual capital of the organization
essential professionals and middle managers
critical to long-term viability and innovation
© 2012 IBM Corporation
Social Media & Innovation
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What effect does Gen Y have in “real life”?
- Work in teams -
- non-hierarcical organisation
- work flexible with Mobile and Cloud
- Customization / Engagement / Entitlement
- Corporations wants talents!
- Where is knowledge management in 10 years? From APCO Worldwide
© 2012 IBM Corporation
Social Media & Innovation
How I Work Collaborating from anywhere at any time.
How I Create Tapping into a wide variety of insight and expertise.
How I Buy Interacting with peers and engaging with the company.
Technology is dramatically changing the way we live
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© 2012 IBM Corporation
Social Media & Innovation
« A Social Business is a businessthat embeds «social» in all of its processes,connecting people to people, people to information,and data to insight.
It is a company that engages its employees andclients in a two-way dialogue with social tools, istransparent in sharing its expertise beyond its fourwalls, and is nimble in its use of insights to changeon a dime.
It is different from social media, in that social mediaprimarily adress or focus on marketing andpublic relations.»- Sandy Carter, Get Bold
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© 2012 IBM Corporation
Social Media & Innovation
Customer Care and Insight
Product and Service Innovation
Workforce Optimization
A social business optimizes interactions among people to gain a competitive advantage
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© 2012 IBM Corporation
Social Media & Innovation
Ideas source:Internal, partners and customers
Weeks to m
onths
Breadth
Today – As is
Service Service Service
Our philosophy of innovation is: Fail many, but fail cheap - A new paradigme in innovation enabled by Web 2.0:
Yesterday – as was
idea
Service
18 months to 2 years
Ideas source:Internal
§Use of exposed common capabilities to enable rapid service assembly
2§Larger variety of
compelling offerings to offer customers
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idea idea
idea
ideaidea idea
idea
idea
ideaidea ideaidea idea ideaideaidea
§ Ideation and Product Inception from the expanding source for innovation
§Use Collaborative tools to solicit interactive feedback.
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§Limited community to foster new innovation
§Little user interaction and market feedback
§Service silos §Limited reuse
§ “Build it and they will come” approach
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© 2012 IBM Corporation
Social Media & Innovation
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Idea Management Override!
© 2012 IBM Corporation
Social Media & Innovation
Innovation as a core discipline at IBM
I N S
I D
EO
U T
S I
D E
Partners
Clients
Internal Stakeholders
Sametime 3D
IBV reports
GlobalTechnology
Outlook
FOAK
Mobilize Interest, Collaborate
Mobilize Interest, Collaborate
Incubate, Prototype and
Validate Create
IdeaImplement,
Take to Market
IBM Lines of Business
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© 2012 IBM Corporation
Social Media & Innovation
What are Jams?
An introduction
How IBMhas used Jams
How customersare using Jams
How do Jams work?
• A massive online discussion using the Internet.
• A time-limited event that can elicit participation from thousands of individuals anywhere in the world.
• Subject-matter experts and moderators guide participants to build on each other’s ideas.
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© 2012 IBM Corporation
Social Media & Innovation
Jams Global collaborative inside/outside-firewall innovation enterprise-wide discussion, collaboration and decision-making
WorldJam 2001
A new collaborative medium to capture best practices on 10
urgent IBM issues
WorldJam 2004
Focused on pragmatic solutionsaround growth, innovation and
bringing the company’s solutionsTo life
ValuesJam
An in-depth exploration of IBM’sValues and Beliefs by employees
InnovationJam
For the first time, IBM’s clients, Business Partners, and ourFamily members joined in anew collaborative exercise
§Real-time threaded discussion§Open idea-rating§Equal access by all employees
WorldJam 2001
new collaborative medium to capture best practices on 10
urgent IBM issues
WorldJam 2004
focus on pragmatic solutionsaround growth, innovation and
bringing solutions to life
ValuesJam 2003
in-depth exploration of IBM’sValues and Beliefs by employees
InnovationJam TM 2006, 2008IBM’s clients,
business partners and family members joined in a new collaborative exercise
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© 2012 IBM Corporation
Social Media & Innovation
“Ideas” Jam
Possible questions
Examples
Nato Security Jam 2010: AFGHANISTAN , CRISIS
MANAGEMENT , CLIMATE CHANGE, DEVELOPMENT , HUMAN RIGHTS,
COMPREHENSIVE APPROACH CAPABILITIES & TRAINING, RELATIONS WITH
RUSSIA & CHINA, PIRACY
Global Customer Electronics Manufacturer: Develop ideas to realise the company’s new strategy with it’s new values as the framework
IBM WorldJam 2004: Develop pragmatic ideas and solutions to drive company’s growth and innovation strategy
Example of topics/questions
§ Actionable ideas about a particular topic / challenge the business (enterprise) faces
§ Quantifiable inputs from jammers collaborating to bring the ideas to life
§ Establishing company (enterprise)-specific best practices and an action plan
Getting closer to our customers: How can we get better at delivering what our customers expect — and more? Understanding ourselves: What do our strategies and values imply for each one of us?Driving growth: How can we see and seize new growth opportunities?Creating a better company: What will it take to make our company the envy of our industry?
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© 2012 IBM Corporation
Social Media & Innovation
– During the 90-hour period of the Jam, Jammers:
• Represented people in 80 countries from over 1,000 companies across 20 industries
• Generated nearly 90K logins• Created over 32,000 posts• Read roughly 1.5 million pages, averaging 76
pages per Jammer.
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Participation with Breadth and Depth
Executive Report – 2008 Innovation Jam
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© 2012 IBM Corporation
Social Media & Innovation
We often run ‘mini-jams’ using IBM Connections blog-tool to elicit ideas for innovation workshops with customers
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© 2012 IBM Corporation
Collaborative Innovation
withInnovation Hubs
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© 2012 IBM Corporation
Social Media & Innovation
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Innovation Hubs24x7 innovation marketplace
§ Localized collaborative innovation model for directed results
§ Next iteration of ThinkPlace program
§ Integrates Lotus Connections social network with idea sharing
§ Sharing business needs, innovation, implementation and recognition
§ $778M estimated impact of idea programs:
– 45% new revenue opportunities– 37% time savings improvements– 18% cost savings improvements – cultural suggestions
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© 2012 IBM Corporation
Social Media & Innovation
Innovation Hub: 24x7 Idea Marketplace
§ Open, collaborative system: ideas submitted, discussed, then refined by community
§ Every employee can see ideas from others, comment on ideas, rate them, or tag them
§ Facilitates social networking by using tagsto enable discovery of similar ideas and peoplewith similar interests
§ Personalized action lists with simple workflowfor idea evaluation and collaboration
§ Executive Challenges request ideas toaddress specific issues
§ Subject focused sub hubs ensures commitment and energy
§ Linkage to prototyping/validation programs (BizTech & TAP) and other resources
§ Innovator’s Awards for implemented ideas
http://ideas.tap.ibm.com/i_dir/ihubidea.nsf/25
© 2012 IBM Corporation
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Technology Adoption Program (TAP)
© 2012 IBM Corporation
Social Media & Innovation
Innovation process: Technology Adoption Program distribution channel for innovations
production
IBM
enables the route to market
120,000+ early adopters2200+ innovators
products offerings
concepts & ideas
hundreds of
offeringsEnable
innovatorsMeasure
valueEngage the community
Technology
Adoption Program
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© 2012 IBM Corporation
Social Media & Innovation
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© 2012 IBM Corporation
Social Media & Innovation
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Hard to find the right person, the right information, the right tool
FACES a faster, more intelligent people search About 14000 visits a month
EXPERTISE LOCATOREmployees can share Areas of expertise 10,000 logins, over 100 experts contacted by end users
ANSWERS Grassroots : people can ask questions, find and provide answers Approximately 8000 users per month
© 2012 IBM Corporation
Social Media & Innovation
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Collaboration in 1000’s of communities ~ Innovation
© 2011 IBM Corporation
CommunitiesIBM hosts over 85,177 online communities, each with shared resources and discussions. More than 38,422 are private [restricted] communities.
BlogsIBM’s blogging platforms host 42,929 blogs, 303,296 entries with 106,736 users and 84,439 tags.
BookmarksIBM’s internal social bookmarking system has 1,370,336 total bookmarks with 3,908,271 tags and with 76% of them publicly shared.
ActivitiesIBM’s internal Activities service contains 259,013 unique activities with 4,169,728 entries and with 556,429 registered, 'distinct', members.
ProfilesIBM’s internal Profiles hold over 635,000 entries* & serves over 4 million searches per month. It’s the hub of user requests & all applications authentication for IBM.
Data updated: March 1st, 2012
IBM Connections is already at work in IBM
FilesIBM’s internal social file sharing & storage service contains 581,081 files, shared 1,501,706 times with 338,903 files added to folders [collections].
WikisIBM’s internal Connections Wiki platform hosts 672,968 pages viewed 42,993,500 times.
(* employees & contractors)
© 2012 IBM Corporation
Expanding our Innovation Eco System - outside the firewall
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© 2012 IBM Corporation
Social Media & Innovation
33 Credits: http://www.slideshare.net/andypiper
© 2012 IBM Corporation
Social Media & Innovation
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378,000+ (*including Alumni)
39,000+ users, 500+ IBM groups(65% outside the US)
80+ accounts using “IBM” in the name(25% from outside the US) – over 3,000 IBMers on Twitter200+ IBM channels
75,000+
100,000 IBMers collaborating with 200,000 non-IBMers
166 communities, 200+ blogs, 5000+ profiles
Social Media Outside the IBM Firewall examples ( incl Alumni)
© 2012 IBM Corporation
Social Media & Innovation
We use social media to distribute content and get into dialogue
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© 2012 IBM Corporation
Social Media & Innovation
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But we can also use social media to understand what's going on – Social Analytics
© 2012 IBM Corporation
Social Media & Innovation
§ Promising software programs in research not yet commercialized.
§ Outside companies and developers contribute valuable ideas about bringing them to market.
§ First-cut versions of research technology available for free trial attracting thousands of early adopters, innovators, and entrepreneurs to site.
§ 40% of technologies on the site graduate into IBM products or industry standards.
AlphaWorks - part of IBM developerWorks- Speeding IBM Emerging Technologies to the outside early-adopter community
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© 2012 IBM Corporation
Social Media & Innovation
alphaworks is collaborative!
Not all nodes are represented, e.g.
Developers are not in the diagram
IBM Research
TechnologyPrototype
Market/Community
SWG
TechnologyPrototype
End-user
User feedback
End-userevaluation
Product
Brand
Information
IBM Software
Alphaworks feedback?
IBM Dev Labs
IBM
AlphaworksSoftware
OpenSources
IBM Open/sourceSoftware
Coordination
Open sourcelicence
DevelopersWorkssupport
AWS infos
AWS Software
Tangible transfer Intangible transfer
developerWorks
Academic Initiative
Lab Tours
GR Efforts PR Efforts
Conferences
alphaBrief
Promotion
Legal&Naming
alphaworks
External to IBM
Internal to IBM
Externalto IBM
Internalto IBM
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© 2012 IBM Corporation
Social Media & Innovation
Links:
IBM Social Business: http://www-01.ibm.com/software/collaboration/social/business/
IBM Research Center for Social Business: http://www.research.ibm.com/social/index.shtml
IBM Lotus Greenhouse: https://greenhouse.lotus.com
IBM Jams: https://www.collaborationjam.com/
Alphaworks: http://www.alphaworks.ibm.com/
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© 2012 IBM Corporation
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Questions?