ideas @ workHow being a social business can drive innovation and create real business value

2011 Social Business Road Show

Get Social. Do Business.©2011 IBM Corporation

Your PEOPLE are core to your BUSINESS

Companies don’t do business with companies… people do business with people

By nature, your PEOPLE are SOCIALgiven the chance, people will share their ideas

SOCIAL NETWORKS are on the rise in the consumer space

You should leverage this SOCIAL CAPITAL

in your business

Why should you use social software? And why now?

Vitamins or Aspirins? Address the headache

Where does it hurt? Describe the pain

Who’s Who in the Zoo

Profile Page Know and be known

Knowledge Sharing Gap

Tags

Communities

Blogs, Wikis, Forums…

Email Hoarding of Business Information

Files in context of team or community

Activities

Organizational boundaries

Social Bookmarks Finding

Social Bookmarks Sharing

Don’t know yet

Status updates Microblog to stay in touch and up to date

Recommendations anyone? people, community and content

Recommendations anyone? people, community and content

Maze to information

Available Information

Accurate Information

Credible Information Does it have any value to me?

So you do a search and find something

Who created it?What experience or skills do they have?

What have others said about this?How have they used it? How have they tagged it?

Virtual business card and more

Credentials directly from the content

Looking to leverage your social network.What advice would we give you?

Don’t get trapped on the outside looking in

(1) Get started Don’t get stuck inanalysis mode

(2) Identify the “socially active”Who has already adopted these tools?

(3) Find the contributors Your high value experts

(4) Consider rewarding the early followers Leaders will naturally lead

(5) Identify an executive sponsorIt’s not a technology issueIt’s a cultural issue

Find someone who has

(or can catch) the vision

What makes “Social Software” a success?

It’s not measured in 100% involvement

What makes “Social Software” a success?

It’s not measured in 100% involvement

Major contributors account for about

15-20% of the total workforce*

* On average, your company may vary

What makes “Social Software” a success?

It’s not measured in 100% involvement

Major contributors account for about

15-20% of the total workforce*

To be considered a

Success, you just need to get these people to

be more productive* On average…your company may vary

What about small companies?Extend your reach and leverage agility & ability to adopt new culture

Why IBM?

(1) It’s your conversation…own it!Don’t risk selling your family parrot to the town gossip

(2) Don’t add a social application, make your applications social

Don’t make social your business…make your business social

(3) People-Centric vs. Content-CentricThe Copernican Revolution needed to become a social business

So plant a social seed and watch it grow

EMPOWER your PEOPLEin the context of the work they are already doing

ENGAGE their IDEASby offering open exchange of best practices, concepts and comments

LEVERAGE your NETWORKthrough specific expertise, community knowledge, active listening, and open dialogs

EXPECT & CELEBRATE the UNEXPECTED

People are amazing

Open discussionideas? questions? comments?

What do you think?

thank you it’s been my pleasure

RichardL@us.ibm.com www.twitter.com/inter_vivos www.linkedin.com/in/louisrichardson

www.thecollaborationsoapbox.com

Louis RichardsonSocial Business Evangelist

disclaimer

© IBM Corporation 2011. All Rights Reserved.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

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