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Becoming a Social Business: IBM’s JourneyKat Mandelstein, kmandel@us.ibm.com, @katmandelstein#SMM2011NYC #IBMSocialBiz September 23, 2011 Social Media Masters NYC
A little bit about me http://about.me/katmandelstein © 2011 IBM Corporation
Social Internet PCs Departmental Mainframe Technology enabled Business Transformation The Fifth IT Era:The era of Social Business
Journey to becoming a Social Business Social Business Outcomes ,[object Object]
Build advocatesDeeper client relationships Traditional Business Marketing, Customer Service ,[object Object]
Control brand
Embed social in process
Connect in and outsideSpeed-to-Market Product  & Service Development ,[object Object]
Ideas from inside
Build communities
Act smallAdaptability to Market Operations, Human Resources ,[object Object]
Rigid,[object Object]
Value of Social Business for Sales and Marketing Management Realized benefit - median improvement % Increase effectiveness of awareness  (realized by 52% of respondents) Increase revenue (realized by 18% of respondents) Increased effectiveness of conversion (realized by 52% of respondents) (*) “The rise of the networked enterprise.  Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
Realized benefit - median improvement % Value of Social Business for Customer Service Increase customer satisfaction (realized by 77% of respondents)  Reduce marketing costs (realized by 45% of respondents) Reduce support costs (realized by 35% of respondents) (*) “The rise of the networked enterprise.  Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
OLD PROCESS: Product Development Process SOCIAL ENABLED PROCESS:  IBM  4 million engagements  70% news ideas  Crowdsourced products like Project Zero Brand awareness increase in application developers, IT specialists, etc. Site to solicit product ideas Social Enabled Product Development
Realized benefit - median improvement % Increase speed of access to external experts (realized by 40% of respondents) Reduce time to market for new products/services (realized by 29% of respondents) Increase number of successful innovations (realized by 28% of respondents) Value of Social Business for R&D and New Product Development (*) “The rise of the networked enterprise.  Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
IBM Expert Locator Allows IBMers, Our Customers & Business Partners to find the right expert on a topic quickly on w3.ibm.com and ibm.com Includes internal IBM Connections Profile and  external social network profiles
Value of Social Business for HR and Talent Management Realized benefit - median improvement % Increase speed of access to internal knowledge (realized by 77% of respondents)  Increase speed of access to internal experts (realized by 52% of respondents) Reduce internal communications expense (realized by 60%) (*) “The rise of the networked enterprise.  Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
Social Computing Guidelines: Spring 2005 Revised  2010 Empower everyone to participate Employees = brand ambassadors      Digital Council Build a culture for participation startinginside first Experiment.  A lot. Gaming.  Jams. IBM Case Study: Align Corporate  Culture Step one in Social Business: Align Organizational Goals and Culture May2008 14
Social Business inside the firewall…. W3.ibm.com  Customized Employee Workplace Portal IBM Connections Internal Social Network ,[object Object]
Communities & Activities
File Sharing
Unified Communication
Virtual Meetings
Wikis, Blogs & Status Updates,[object Object]
Social Business Training & Certification program for IBMers
Social Business outside the firewall…. ,[object Object]
Aggregator
Digital Library
Social Insights Blog Social Accounts

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Social Media Masters 2011 NYC: Kat Mandelstein: IBM's Journey to Becoming a Social Business

  • 1. Becoming a Social Business: IBM’s JourneyKat Mandelstein, kmandel@us.ibm.com, @katmandelstein#SMM2011NYC #IBMSocialBiz September 23, 2011 Social Media Masters NYC
  • 2. A little bit about me http://about.me/katmandelstein © 2011 IBM Corporation
  • 3. Social Internet PCs Departmental Mainframe Technology enabled Business Transformation The Fifth IT Era:The era of Social Business
  • 4.
  • 5.
  • 6.
  • 9.
  • 12.
  • 13.
  • 14. Value of Social Business for Sales and Marketing Management Realized benefit - median improvement % Increase effectiveness of awareness (realized by 52% of respondents) Increase revenue (realized by 18% of respondents) Increased effectiveness of conversion (realized by 52% of respondents) (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
  • 15.
  • 16. Realized benefit - median improvement % Value of Social Business for Customer Service Increase customer satisfaction (realized by 77% of respondents) Reduce marketing costs (realized by 45% of respondents) Reduce support costs (realized by 35% of respondents) (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
  • 17. OLD PROCESS: Product Development Process SOCIAL ENABLED PROCESS: IBM 4 million engagements 70% news ideas Crowdsourced products like Project Zero Brand awareness increase in application developers, IT specialists, etc. Site to solicit product ideas Social Enabled Product Development
  • 18. Realized benefit - median improvement % Increase speed of access to external experts (realized by 40% of respondents) Reduce time to market for new products/services (realized by 29% of respondents) Increase number of successful innovations (realized by 28% of respondents) Value of Social Business for R&D and New Product Development (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
  • 19. IBM Expert Locator Allows IBMers, Our Customers & Business Partners to find the right expert on a topic quickly on w3.ibm.com and ibm.com Includes internal IBM Connections Profile and external social network profiles
  • 20. Value of Social Business for HR and Talent Management Realized benefit - median improvement % Increase speed of access to internal knowledge (realized by 77% of respondents) Increase speed of access to internal experts (realized by 52% of respondents) Reduce internal communications expense (realized by 60%) (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
  • 21. Social Computing Guidelines: Spring 2005 Revised 2010 Empower everyone to participate Employees = brand ambassadors Digital Council Build a culture for participation startinginside first Experiment. A lot. Gaming. Jams. IBM Case Study: Align Corporate Culture Step one in Social Business: Align Organizational Goals and Culture May2008 14
  • 22.
  • 27.
  • 28. Social Business Training & Certification program for IBMers
  • 29.
  • 32. Social Insights Blog Social Accounts
  • 33. Jams
  • 34. GreenhouseDownload the Social Business Jam Report http://www.ibm.com/software/info/social_business_jam Participate in the Social Standards Jam
  • 35. Campaign: Social Business ≠ Social Media for Business
  • 36.
  • 37. Aggregate Content into a Landing Page or Community
  • 38.
  • 39.
  • 40. What is Watson? The Watson technologyset is a solution capableof interpreting large volumes of unstructured dataand natural language, providing precision and confidence in its answers A transformational set of technologies that fundamentally change the way businesses look at solving problems and bring intelligence to ways they can make better informed, optimized decisions The Watson visionhelps inspire organizations to achieve optimized outcomes through its ability to rapidly process information to find precise answersto critical questions The Watson Jeopardy! Grand Challenge has wide reaching implications for the way businesses make decisions. It’s no wonder that millions expressed interest! 34.5M Jeopardy! Viewers / 1.3B+ Impressions Over 10,000 Media Stories / 11,000 attend watch events 2.5M+ Videos Views (top 10 only) 10,897 Twitter / 23,647 Facebook Fans
  • 41. Smarter Communications Smarter Healthcare Communications Service ProviderAnalyzing over 1B new call records daily along with50TB of historical data to predict & reduce customer churn increasing revenue Healthcare Program Provider Analyzing tens of thousands of patient records with analytical models provides reduces mortality by up to 50% in cardiac procedures Smarter Government Smarter Banking Large Financial Services Firm Analyzing client patterns captured in a 100TB database to develop new offerings, drive loyalty, & increase profitability Large Government AgencyAnalyzing 100TBs of active data & 20 petabyte archive; Millions of objects handled per second for more efficient and effective government IBM’s History of Grand Challenges is Leading to Grand Outcomes
  • 42.
  • 43. 1.5M errors occur in the way medications are prescribed, delivered and taken in the U.S. each year
  • 44. 20% of all errors are diagnostic errors
  • 45. 8.4% 2010-2011 rate of employer-based healthcare cost increase
  • 46. Watson can analyze millions of pages per minute to assist with diagnosis, leveraging the latest available research
  • 47. Watson can uncover patterns and identify which patients are at risk of contracting specific diseases
  • 48. Watson can help identify optimal treatment recommendations reducing waste and re-admissionsDr. Herb ChaseProfessor of Clinical Medicine, Columbia University
  • 49.
  • 52.
  • 61.
  • 62.
  • 63. Accordingly, IBM saw a dramatic shift in the tone of its online buzz, moving from a predominantly neutral topic of conversation to one in which one-in-four mentions positive.
  • 64. IBM's worldwide presence dominated – with active social participation from IBMers across the globe.
  • 65. For first time ever, IBM achieved the top of “Trending Topics” on Twitterin US and India.
  • 66. “IBM” was mentioned 24,000 times globally in a single day (June 16).
  • 67.
  • 68. social conversation was notably high, with the conversation classified as 4% "very positive", 15% "positive", and 0% negative.
  • 69. Celebration of Service participants worldwide uploaded over 1500 photos on ibm100.com on that day “#IBM100 years. Congratulations to all who participated in service day. Blood donation, books, adoption of dogs and planting trees.”
  • 70.
  • 71. Opens TODAY through October 23rd, hours on Web site
  • 72. Tickets compliments of IBM, get from Jaffe Box Office
  • 74.
  • 75.
  • 76. 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.
  • 77. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.
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