1.
Focused on Outcomes
Ed Brill, VP, Social Cloud Deployment and Adoption at IBM
IBM’s Social Business Transformation

2.
Let’s talk about social business.
§ What is a social business?
§ How is IBM doing it?
§ What value does social add to business and to me?
§ What outcomes has IBM seen from social business practices?
§ Real Examples of IBM’s Social Business Wins
§ IBM’s Social Future - On the Cloud

3.
Defining Social Business
A social business is an
organization whose culture
of participation and
systems of engagement
encourage networks of
people to create business
outcomes.
– Derived from Andrew Grill/IBM
Interactive
3

4.
Social Business at IBM: Taking Advantage of Change
IBM is looking beyond social media to see how social
technologies drive real business value. From marketing and
sales to product and service innovation, social is changing the
way employees connect, share expertise, and engage with
each other & clients.
We’re moving beyond
holding hands and sharing files...
4

5.
IBMer social participation has increased significantly in the past few years.
43%
18%
40%21%
38%
23%
5%
9%
38%
5
0
20
40
60
80
100
Q3
2009
Q2
2010
Q3
2010
Q2
2011
Q3
2011
Q1
2012
Q2
2012
Q3
2012
Q1
2013
Q2
2013
Q3
2013
Q1
2014
Q2
2014
Connections UsageUs
ag
92% of IBMers now use the platform.
There was a significant increase in daily usage in 2014.

6.
Employee
Engagement
Speed & Agility EfficiencyInnovation
Improved Client
Experience & Growth
For the company:
For IBMers:
Improved Flow
Career Progression
Sense of Belonging
Reputation & Eminence
Outcomes of IBM’s Social Business Journey
7

7.
Social Ambitions
Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact
For more info, visit: ibm.com/ibmcai/socialstudy12

8.
Being social does impact business outcomes
Our analysis observed a statistically significant correlation
between employee engagement and innovation results
where optimally engaged employees are 120% more
likely to generate measurable innovation and 150%
more likely to demonstrate customer advocacy.
After employee tenure it was the single most important
predictor of innovation, by a long shot, and it was only
marginally behind tenure.
Basis: Study of Enterprise Graph and Patents & Publications Data
Source: Marie Wallace’s blog – All Things Analytics14

9.
There is Value in Social Coaching
200 IBM Executives Coached Over Two years
§ Coached execs score 60% higher than un-
coached executives on personal
dashboards
§ Coached execs have 4x as many network
contacts and create 6x as much helpful
content
§ 57% of un-coached executives score below
20, but only 21% of coached execs fall
below this level
15

10.
IBM’s Social Dashboard – Measure Your Eminence
10

11.
Success Stories:
IBMers Achieving
Business Outcomes
Through Social
16

12.
• HUB used for project management,
communications, and important assets
• Helps the team manage multiple-party
responses to complex RFPs
• Collaborated in the HUB to close a multi-
million cross-brand deal for IBM
• Improved client relationship and drove
revenue for the company