The case study is based on an internal consulting project carried out in 2012 at IBM in Germany for the IBM System z Hardware, Software, and Services Organization. The responsible team is established across all business units to drive and lead System z growth initiatives aimed to result in higher revenue achievement, a better pipeline, and the foundation for growth. The IBM D-A-CH group, consisting of the country organizations in Germany, Austria, and Switzerland, belongs to one of the world’s largest units for System z related hardware, software, and services today. The domestic core team in Germany comprises about 300 employees from Hardware-, Software-, Services-, and Support-functions. A cross-brand Social Network Analysis was used to analyze the collaboration patterns across the brands and facilitate the creation of a high-performance team. The analysis has been conducted anonymously on a job role / function basis as required by the domestic works council to meet concerns regarding employee data privacy. The results served as input for a strategic workshop with cross-departmental focal points to agree on actions that would improve the overall collaboration efficiency and promotion of information sharing and knowledge management. A better integration of the different job roles into the System z opportunity-to-order sales cycle should bring teams closer together and finally increase the client value and satisfaction. Based on 190 survey responses (72.2%), the following major challenges could be identified: Hardware and Software teams are not well aligned Roles and responsibilities are not transparent IBM Consulting Services are not leveraged R&D and IT Specialists are not well integrated into the System z team and sales cycle Software functions tend to be isolated from the rest of the team Pricing functions tend to have a far too centralized role within the System z team indicating a focus on price-driven deals inhibiting value discussions In order to address these challenges, the team decided to enhance the quarterly on-site deal workshops by bringing all relevant parties together and following a defined methodology to identify opportunities that increase the perceived client value. Moreover, an internal System z ‘IBM Connections’ Community was set up to serve as the central collaboration platform. Within one year, the community grew to 1,440 members mainly across Germany, Austria, and Switzerland. 15% of all members were people manager. During this time, 130 blog entries, 6,600 blog views, 11,900 file downloads and many forum discussion could be generated by more than 70 active contributors. A more efficient collaboration and knowledge sharing approach facilitated problem-solving discussions online, the collaborative creation of numerous industry assets, and an increased awareness of roles and responsibilities within the System z team. Satisfied employees cause higher performance and satisfied customers.

1. 2nd European Headquarters Congress
Social Network Analysis – Case Study at IBM
March 21st, 2014
Patrick Bartl
Senior Consultant
© 2014 IBM Corporation

2. Executive Summary
© 2014 IBM Corporation 2Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
The case study is based on an internal consulting project carried out in 2012 at IBM in Germany for the IBM System z Hardware, Software, and Services Organization.
IBM System z is a mainframe server platform and premium product of IBM that meets highest requirements with regard to scalability, availability, and security for e-business and enterprise
computing.
The responsible team is established across all business units to drive and lead System z growth initiatives aimed to result in higher revenue achievement, a better pipeline, and the
foundation for growth. The IBM D-A-CH group, consisting of the country organizations in Germany, Austria, and Switzerland, belongs to one of the world’s largest units for System z related
hardware, software, and services today.
The domestic core team in Germany comprises about 300 employees from Hardware-, Software-, Services-, and Support-functions. A cross-brand Social Network Analysis was used to
analyze the collaboration patterns across the brands and facilitate the creation of a high-performance team. The analysis has been conducted anonymously on a job role / function basis as
required by the domestic works council to meet concerns regarding employee data privacy. The results served as input for a strategic workshop with cross-departmental focal points to
agree on actions that would improve the overall collaboration efficiency and promotion of information sharing and knowledge management. A better integration of the different job roles into
the System z opportunity-to-order sales cycle should bring teams closer together and finally increase the client value and satisfaction.
Based on 190 survey responses (72.2%), the following major challenges could be identified:
 Hardware and Software teams are not well aligned
 Roles and responsibilities are not transparent
 IBM Consulting Services are not leveraged
 R&D and IT Specialists are not well integrated into the System z team and sales cycle
 Software functions tend to be isolated from the rest of the team
 Pricing functions tend to have a far too centralized role within the System z team indicating a focus on price-driven deals inhibiting value discussions
In order to address these challenges, the team decided to enhance the quarterly on-site deal workshops by bringing all relevant parties together and following a defined methodology to
identify opportunities that increase the perceived client value. Moreover, an internal System z ‘IBM Connections’ Community was set up to serve as the central collaboration platform.
Within one year, the community grew to 1,440 members mainly across Germany, Austria, and Switzerland. 15% of all members were people manager. During this time, 130 blog
entries, 6,600 blog views, 11,900 file downloads and many forum discussion could be generated by more than 70 active contributors.
A more efficient collaboration and knowledge sharing approach facilitated problem-solving discussions online, the collaborative creation of numerous industry assets, and an increased
awareness of roles and responsibilities within the System z team. For these reasons, the time needed to find the right people for a certain matter significantly decreased.
Moreover, employees and managers could start to refocus on driving the business and care about its development.
Satisfied employees cause higher performance and satisfied customers.

3. Problem Statement
© 2014 IBM Corporation 3Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
The old divisions between departments and roles are finally to be
solved! We cannot continue to work for a common goal or product
while trying to achieve own advantages to the detriment of all others.
We have to be aware that
we sell the premium product of IBM – System z
(Hardware, Software AND Services)
This only works if we work together and not against each other!
„“
„“Survey participant

4. © 2014 IBM Corporation 4Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
How to build a high-performance team
at IBM System z in Germany?

5. Methodology – High Level
© 2014 IBM Corporation 5Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
As-is
Peripheral
Player
Subgroup
Central
Connector
Workshop
Discuss results and
perform further analyses
if necessary
Execution & Measurement
Execute
actions Network Density
Efficiency
Satisfaction
▲
▲
▲
...
Data Gathering
Analysis & Visualization
Role 1 Role 2
Role 1 high no
Role 2 med low
Role 2
Role 1 Role x
Hardware
Software
IT Services
Financing
Finance
R&D
System z Organization
Services A
Services B
Collect
social data
(anonymously)
Define target
group
2
3
Transform
data
1 4
Agree on strategy
and next steps
5

6. Distribution of Team Members by Business Unit and Work Location
© 2014 IBM Corporation 6Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
Berlin
Frankfurt
Mainz
Munich
Mannheim
Duesseldorf
Cologne
Hannover
Hamburg
Bremen
Dortmund
Dresden
Leipzig
Erfurt
Bielefeld
Wuerzburg
Chemnitz
Muenster
Saarbruecken
Stuttgart
Target Group 263
Survey Participants 190
Participation Rate 72.2%
26%
41%
5% 6% 6%
16%
Hardware Software IT Services Financing Finance R&D

7. Interaction Pattern between Job Roles (Anonymized) ≥ 1x per week
© 2014 IBM Corporation 7Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
Interaction
How often do you interact?
Visualization of
interactions
≥ 1x per week
Job role - Shape size by average outgoing
interaction frequency
Role relationship - Tie strength by outgoing
interaction frequency

8. Interaction Pattern between Job Roles (Anonymized) ≥ 1x per year
© 2014 IBM Corporation 8Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
Job role - Shape size by average outgoing
interaction frequency
Role relationship - Tie strength by outgoing
interaction frequency
Interaction
How often do you interact?
Visualization of
interactions
≥ 1x per year

9. Major Challenges Identified
© 2014 IBM Corporation 9Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
Weak interlock between Hardware and
Software Business Unit (esp. Sales)
Hard-
ware
Soft-
ware
Software functions tend to be isolated
from the rest of the System z team
Hard-
ware
IT
Services
Financing
FinanceR&D
Soft-
ware
R&D and IT Specialists show a high
interest in being more integrated into
the System z team and sales cycle
Pricing functions tend to have a far too
centralized role within the System z
team indicating a focus on price-driven
deals avoiding value discussions
There is no distinct advice network
within the System z team
Consulting Services do not have an
active role within System z
R&D
IT
System z
O2O
+
?
Consulting Services
System z
Value?
System z Roles & Responsibilities are
not transparent to the team
Client
?
??
+
+

10. Collaboration Options
© 2014 IBM Corporation 10Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
Communities (asynchronous)
Personal Information
Management Presence (synchronous)
Corporate CMS (Teamroom)
Wiki
Blog
Phone
Mail
Chat
WebConference
AppSharing
To Do
Calendar
Address
Profile
Bookmarks
Videoconference
IBM ConnectionsDocuments
Files
Activities
Discussion

11. Internal System z IBM Connections Community – Since Q4 2012!
Germany integrated with Switzerland and Austria! 1,440 community members
© 2014 IBM Corporation 11Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
10
7
2

12. Usage of Internal System z IBM Connections Community – FY 2013 Summary
© 2014 IBM Corporation 12Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
Key Facts:
 1,440 members
Geography
 87% German
 7% Swiss
 2% Austrian
 4% Other
Hierarchy
 15% Manager
 85% Non-Manager
 130 blog entries
 6,600 blog views
 87 files
 11,900 file downloads
 109 bookmarks
 37 forum contributors
 5% total contribution

13. The IBM Strategy
© 2014 IBM Corporation 13Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
We are making markets by
transforming industries and
professions with data
We are remaking enterprise
IT for the era of cloud.
We are enabling systems of
engagement for enterprises.
And we are leading by example.
We are making a new future for our
clients, our industry and our company.
01
02
03
30,000+
250,000
300,000
200,000
IBMers active in Client
Collaboration Hubs for
our top 300 accounts
Employees collaborated
in an online Jam to shape
nine practices that
distinguish IBMers
Active IBM users on our
Connections social
platform
Connections communities
established by employees for
projects, areas of expertise or
general interests

14. Contact
© 2014 IBM Corporation 14Social Network Analysis – IBM Case Study – 2nd European Headquarters Congress 2014
Patrick Bartl
Senior Consultant
IBM Deutschland
Nahmitzer Damm 12
12277 Berlin
E-Mail: Patrick.Bartl@de.ibm.com
Linkedin: www.linkedin.com/in/patrickbartl