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IBM Connect: Enabling Culture Change to Transform into a Social Business

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Information about IBM Connect: Enabling Culture Change to Transform into a Social Business
Business & Mgmt

Published on March 11, 2014

Author: mbsinger13

Source: slideshare.net

Description

Traditional business hierarchy is not primed for social business. And social tools alone do not make a social business. People working in the open make a social business. At IBM, we’ve learned that transforming into a social business doesn't just happen because social tools are available. By blending traditional and emerging organizational change management techniques, IBM has created a unique point of view on enabling the required behavior and culture change. This presentation highlights the innovative approaches IBM uses to enable all employees to adopt new ways of working. It also provides tips for building executive commitment to your organization’s social business transformation.
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© 2014 IBM Corporation INV102: Enabling Culture Change to Transform into a Social Business Bethann Cregg, IBM, VP Social Business Transformation Marcia Conner, SensifyGroup, Principal Meredith Singer, IBM, Associate Partner, Org. Change Management

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Welcome! #IBMConnect #Culture Marcia Conner marcia@marciaconner.com www.linkedin.com/in/marciaconner @MarciaMarcia Bethann Cregg bethann_cregg@us.ibm.com www.linkedin.com/in/bethanncregg @BethannCregg Meredith B. Singer meredith.singer@us.ibm.com http://ibm.biz/mbsinger13 @MBSinger13

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Change is essential for progress Dayton Safety Electric Meat Choppers, IBM Archive

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Out of the world’s estimated 7 billion people, 6 billion have access to mobile phones. Only 4.5 billion have access to working toilets If Facebook were a country, it would be the 3rd largest in the world (pop. 1.19B) 92% of children under the age of 2 have a digital shadow http://marciaconner.com/blog/social-business-numbers/

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Social norms are evolving. People have new expectations for how they interact with each other

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Companies who socially transform Customer Service, increase profits by up to 68% Companies with highly-engaged employees have 26% higher revenue per employee Financial standouts are 57% more likely than underperformers to use collaborative tools to enable global teams to work http://marciaconner.com/blog/social-business-numbers/

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 What gets in the way?

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 “All the technology integration, collaboration software and community applications deployed internally will prove useless unless… there is a fundamental shift in the way employees think, behave, interact with one another and communicate.” -- Michael Brito, Author, Social Business Thought Leader 1 Social business is about changing behavior not just technology 1

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger139 Hierarchical nature of organizations can instill fear 2 Social business is about changing behavior not just technology 1

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 It’s primarily a behavior change not just a technology change 1 Hierarchical nature of organizations can instill fear 2 The change can’t be delegated, dictated or decreed 3

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 So, what are we doing?

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 What we’re doing at IBM Guiding people: you have to “live it to lead it”2 Seizing moments of impact3 Activating unexpected influencers4 Moving from communications to conversations5 Unpacking our culture and underlying beliefs1

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Source: http://www.youtube.com/watch?v=olSIMc4j5Sg&feature=youtu.be What do we mean by culture?

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Behaviors Actions Habits Values Beliefs Mindsets Assumptions “I came to see that culture isn’t just one aspect of the game — it is the game.” • -- Lou Gerstner, IBM CEO 1993-2002

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13  Business Growth  Customer Retention  Financial Performance  Employee Engagement  Others? Set aside social and understand what matters most to leaders…

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 … then tackle their priorities What we did (and you can too)  Reverse mentoring  Embed it – Client Collaboration HUBs  Analytics with insight into employee engagement

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger1318 Source: http://www.youtube.com/watch?feature=player_detailpage&v=QIqA_YKeboc

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 The value of social starts to stick when it solves an immediate business need Onboard new IBMers Build new skills Define what makes us us Develop account plans Build meeting agendas Recognize employees

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger1320 Even more things you can do…  Form project-specific change champion networks  Unite and connect champions  Provide guidance and support

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 70% of all major transformation programs fail because they ignore the people side of change

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Vision Change Leadership Change Impacts Communications The basic building blocks remain the same but with a new spin Training Culture Stakeholder Analysis

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13 Any questions? Guide people: you have to “live it to lead it”2 Seize moments of impact3 Activate unexpected influencers4 Move from communications to conversations5 Unpack the culture and underlying beliefs1

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger1324 Engage Online  SocialBiz User Group socialbizug.org – Join the epicenter of Notes and Collaboration user groups  Follow us on Twitter – @IBMConnect and @IBMSocialBiz  LinkedIn http://bit.ly/SBComm – Participate in the IBM Social Business group on LinkedIn:  Facebook https://www.facebook.com/IBMSocialBiz – Like IBM Social Business on Facebook  Social Business Insights blog ibm.com/blogs/socialbusiness – Read and engage with our bloggers

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger13  Access Connect Online to complete your session surveys using any: – Web or mobile browser – Connect Online kiosk onsite 25

#IBMConnect #Culture @BethannCregg @marciamarcia @mbsinger1326 Acknowledgements and Disclaimers © Copyright IBM Corporation 2014. All rights reserved.  U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.  IBM, the IBM logo, ibm.com, Global Business Services and IBM Connections are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml Other company, product, or service names may be trademarks or service marks of others. Availability. 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. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation 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. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. 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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