Unisys leverages social technologies across the enterprise to improve workplace collaboration, drive innovation, and gain competitive advantage To address the new style of work enabled through social business, Unisys transformed its internal collaboration capabilities from a traditional knowledge management-based environment with limited access to critical information and experts to a common global collaborative platform and ecosystem for sharing and collaboration. Challenge To address the new style of work enabled through social business, Unisys wanted to transform its internal collaboration capabilities from a traditional knowledge management-based environment with limited access to critical information and experts to a common global collaborative platform and ecosystem for sharing and collaboration. Vision To make social knowledge sharing and collaboration an intrinsic and integrated part of the Unisys work experience and culture. Results Fueling the innovative culture at Unisys More effective workplace collaboration Greater agility and speed to market Improved quality of customer service Metrics 91% of our targeted employees have created profiles and adopted the use of social technologies after a little over a year of deployment 100% of senior leadership have developed their online skill and professional profiles and actively promote social collaboration within their organization 13 strategic communities and 120 organic communities drive innovation and collaboration

1. Case Study
A Holistic Approach to Enterprise Social Business Transformation:
Unisys Leverages Social Technologies Across the Enterprise to Improve Workplace
Collaboration, Drive Innovation, and Gain Competitive Advantage
Challenge
To address the new style of work enabled through social business, Unisys, a global
company of 22,500 employees operating in over 100 countries, wanted to transform
its internal collaboration capabilities from a traditional knowledge management-based
environment with limited access to critical information and experts to a common global
collaborative platform and ecosystem for sharing and collaboration.
Vision
To make social knowledge sharing and collaboration an intrinsic and integrated part of the
Unisys work experience and culture.
Solution
A common enterprise-wide collaboration platform integrated with real-time presence
and communications was developed to allow employees to connect and collaborate
more efficiently to share knowledge and expertise more effectively. Steering of the
transformation from a cross-functional leadership team ensured accountability and
a close partnership with the business. Recognizing that adoption and usage was the
key to capturing the value of the transformation, Unisys supported the initiative with a
comprehensive change management, training, and communications plan – led by the
example of senior business leaders. Communities, supported by a strong governance
model, were deployed as the hub for collaboration and knowledge sharing.
Results
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Fueling the innovative culture at Unisys
More effective workplace collaboration
Greater agility and speed to market
Improved quality of customer service
Metrics
• 91% of our targeted employees have created profiles and adopted the use of social
technologies after a little over a year of deployment
• 100% of senior leadership have developed their online skill and professional profiles
and actively promote social collaboration within their organization
• 13 strategic communities and 120 organic communities drive innovation and
collaboration

2. Business Challenge: Drive Employee Collaboration and
Knowledge Sharing Through a Technology and Culture
Transformation
Solution: Our Enterprise Knowledge
Sharing and Social Collaboration
Breakthrough
Unisys is a worldwide information technology company that provides a portfolio of
IT services, software, and technology that solves critical problems for clients. To
provide these services and solutions, we bring together offerings and capabilities
in outsourcing services, systems integration and consulting services, infrastructure
services, maintenance services, and high-end server technology.
As a services and solutions leader, Unisys’ ability to
develop and share intellectual capital is fundamental
to quickly responding to customer needs and market
opportunities. In 2009, Unisys embarked on a global
initiative to enhance its knowledge sharing through
the use of social technologies in an effort to keep the
company in an intellectual capital leadership position.
Given a global workforce of approximately 22,500 employees in 100 countries,
Unisys needed a social business solution that could help employees connect and
collaborate more efficiently. Previously, knowledge was maintained in operating silos
with limited ability to share and leverage the information across the organization.
“As a consultative partner with our clients, we’re in the business of creating innovative
services and solutions through thought leadership,” said Ed Coleman, Chief Executive
Officer (CEO) of Unisys. “Sharpening our organization and improving access to our
intellectual assets could only increase our flexibility and responsiveness.”
Unisys also knew that delivering value from social technologies required that
the functionality integrate people with key business processes so that its use
became an intrinsic part of the company culture. To facilitate greater employee
connection and collaboration, Unisys needed a solution that could leverage the
company’s collective internal expertise and allow employees to share a wide range
of information about their skill sets, projects, and past experience.
Social technologies could also enable critical knowledge retention and transfer
for both long-term existing employees as well as the emerging workforce. Social
profiles could allow new hires to quickly build a professional presence and a
valuable network of colleagues.
Unisys wanted to achieve a true enterprise collaboration platform rather than a
static content repository and management system. Searches in the past often
returned thousands of documents with no indication of relevance, leading to lengthy
research efforts with a limited ability to locate the needed information.
Other business drivers for the adoption of social business at Unisys included the viral
use of external point solutions, such as micro blogs outside the corporate firewall,
and strong interest from new hires who wanted to utilize the latest technologies as
part of their work – both strong indicators of pent-up demand.
Unisys knew that effective knowledge sharing, fast becoming a competitive
advantage, was critical to the company’s ability to thrive in a fast-paced business
culture. “We needed a powerful and flexible technology foundation for knowledge
sharing and social collaboration,” said Coleman. “And we needed to change our
culture so that these workflows became an integral part of the way we work.”
2
“Getting users excited about social technologies was
not a problem because most were familiar with popular
public social networks such as Facebook, LinkedIn, and
Twitter. But we needed a holistic, end-to-end plan to
illustrate its value and practical use to our employees
in their everyday roles. It certainly helped to have the
CEO as a social technology advocate,” said Gloria Burke,
Chief Knowledge Officer.
Unisys started out by driving alignment with senior
business and technology executives. Planning sessions
were held with key business and functional organizations
to help identify opportunities where social technologies
could drive improved capabilities and deliver customer
value. Unisys’ strategy also included the formation of
an advisory council, comprised of stakeholders from
all areas of the organization, to help guide its strategic
roadmap.
Unisys deployed Microsoft SharePoint that offered
social technology capabilities such as blogs, wikis,
personalized news feeds, and status updates. Through
SharePoint My Sites, communities, and team sites,
employees can now locate content and experts
in minutes. By using improvements in search and
content tagging, employees have faster access to the
right information and the right people, which leads to
greater agility in the market and faster response to
customer needs. Unisys also added NewsGator Social
Sites software for microblogging, hash tags, and other
capabilities to enhance the user experience. Presence
and communications capabilities from Microsoft Lync
ensure that employees have real-time access to their
professional network and corporate SMEs.

3. Profile: Unisys
• Unisys is a worldwide information technology company. We provide a portfolio
of IT services, software, and technology that solves critical problems for clients
• We specialize in helping clients secure their operations, increase the efficiency
and utilization of their data centers, enhance support to their end users and
constituents, and modernize their enterprise applications
• To provide these services and solutions, we bring together offerings and capabilities
in outsourcing services, systems integration and consulting services, infrastructure
services, maintenance services, and high-end server technology
• With approximately 22,500 employees, Unisys serves commercial organizations
and government agencies throughout the world
Beyond strategic and self-service communities, the
social technology has been tightly integrated with the
company’s HR system to aid in Subject Matter Expert
(SME) searches and the corporate intranet has been
redesigned to incorporate best practice use of social
media for a highly immersive and interactive experience
on the internal company landing page for all employees.
Future plans include the increased use of video, broader
application of gamification and badging, expanded
growth of local and country-level communities, and
enhanced integration with the company’s various
mobility initiatives.
Results: Real Business Value at Unisys
Fueling the Innovative Culture at Unisys
Solution at a Glance
• Unisys Unified Social Business Services
• Microsoft SharePoint
• NewsGator Social Sites software
• Microsoft Lync
Unisys launched a major global initiative to promote social technology adoption
and use across the company. Ed Coleman led by encouraging employees to create
profile pages that included skills and experience. Employees were encouraged to
author blogs, share updates through micro blogs, and join communities of interest
to share and develop expertise.
Unisys executives reinforced the value of social collaboration at town hall meetings
with employees around the world, and the knowledge solutions team followed up
with education and training. The team created role-based scenarios for the adoption
and use of the various social capabilities and socialized them through targeted
communications, explaining how employees could leverage social collaboration to
do their jobs better.
Social collaboration is more than the use of social technology; it has to be a culturally
accepted business practice. Unisys created a cultural environment that makes
social collaboration rewarding and engaging. Since business value derives from
individual participation and contributions, Unisys provided an open environment
that empowers employees to add value in their own way and feel comfortable about
collaborating via social technologies.
Communities were deployed as the hub of social collaboration. Communities were
launched across a broad number of expertise areas including architects, project
managers, and the Unisys “areas of strength” in terms of portfolio solution offerings. In
addition to the social-enablement of the strategic communities and employee “My Site”
profile pages, the company has also socially-enabled self-service communities so that
knowledge workers who need to create their own communities for highly specialized
purposes can leverage the same social technology features and functionality.
3
Innovation has been a key part of doing business at
Unisys for over 100 years. The social collaboration
across all levels within the company via blogs, status
updates and the ability to “follow” colleagues has
helped to further fuel the innovative culture at Unisys
and has connected individuals at all levels from the CEO
and executive team, to sales and delivery personnel,
to the technology engineering staff. As an example,
process improvements or new product ideas can be
crowd sourced and vetted quickly and iteratively with
experts. This has led to a faster time to market from
innovative solution concept to solution delivery.

4. More Effective Workplace Collaboration
The ability to ask questions, get answers, contribute ideas and share feedback has
turned individual learning to organizational learning, resulting in enterprise-wide
productivity gains. As an example, project team activity updates are now posted
as blogs. This keeps everyone in sync on projects and everyone knows who is doing
what without duplicating efforts. This has resulted in significant reductions in time
on email, reductions in time spent on status update meetings, and a decrease in
duplicated tasks.
Greater Agility and Speed to Market
Through the use of social technology and integration of mobile tablet technology,
Unisys sales professionals are able to quickly locate the right experts and relevant
customer-specific materials. This reduced pre-sales activity significantly, resulting in
resource and time savings and increasing agility to market. The ability to locate staff
with the right expertise and experience makes it easier to quickly staff engagements
and to respond to customers’ requests.
Improved Quality of Customer Service
Overall quality of service to clients has been improved due to organization-wide
knowledge sharing and collaboration through social technology and the fact that prior
relevant engagement content can be quickly located and referenced to aid continuous
improvement initiatives. Project managers can quickly identify successful, similar
projects and learn from past experience to improve service delivery.
© 2014 Unisys Corporation. All rights reserved.
Unisys and the Unisys logo are registered trademarks of Unisys Corporation.
All other brands and products referenced herein are acknowledged to be trademarks
or registered trademarks of their respective holders.
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