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The Role of the Social Employee - IBM & Digital Influence Group FutureM Presentation
The document discusses IBM's initiative to train and enable employees to engage effectively on social media in a way that is aligned with IBM's business goals and brand. It outlines how IBM identifies subject matter experts among employees, provides tailored training based on their strengths and interests, and integrates them into marketing programs by amplifying their digital expertise. The goal is to leverage employees' online influence to help differentiate IBM as a leader in social business while reinforcing the company's values of being social, smart, and secure. Metrics show experts' digital engagement results in higher reach, conversion rates, and leads compared to traditional marketing tactics.
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Similar to The Role of the Social Employee - IBM & Digital Influence Group FutureM Presentation
The Role of the Social Employee - IBM & Digital Influence Group FutureM Presentation
- 1. The Role ofthe Social Employee Building the IBM Brand in the Social Sphere TALK ABOUT US USING THE EVENT #FUTUREM #SOCIALBUSINESS
- 2. About Us Stacy Darling Kevin Green Global Projects Leader Senior Vice President, Strategy @iamadarling @kevinmgreen [email protected] www.greenmatterthoughts.com #SOCIALBUSINESS 2
- 3. “We’re All MarketersNow” McKinsey Quarterly, July 2011
- 4. Responsible for thebrand experience not only in traditional ways…
- 5. …But in social waysas well
- 6. Share… Content Interests Opportunities Knowledge Information Generosity Stories #SOCIALBUSINESS 6
- 7. Professional Personal Public #SOCIALBUSINESS 7
- 8.
- 9. By day…. By night! 9
- 10. Group Trainings arecostly, ineffective and limited 10
- 11. The Result iseveryone doing the same thing, the same way 11
- 12. It’s my reputation andmy audience. Enable me to create and share brand content in my own way 12
- 13. Our employees are the brand and we want you to be successful and drive business results. 13
- 14. 75% Success of Employee Engagement with Customized Plans 14 Source: Gallup Leadership Poll
- 15. The Value ofCustomization • Enable participants to drive business value while increasing individual influence • Empower participants based on their unique behaviors and skills • Ensure social interactions are aligned to organization’s goals • Minimize time required by participants to maximize value and ROI of social engagement activities • Reinforce + maintain brand value proposition, relevance, and competitive edge in increasingly connected, global marketplace #SOCIALBUSINESS 15
- 16. Digital Influence GroupSocial Indicator Types CREATOR SOLICITOR LISTENER NURTURER DISTRIBUTOR RESPONDER CONVERSATIONALIST PROMOTER CRCN CRLN CSCN CSLN CRCP CRLP CSCP CSLP DRCP DRLP DSCP DSLP DRCN DRLN DSCN DSLN #SOCIALBUSINESS 16
- 17. Our brand isexperienced through the IBMer As IBMers, we are innovators and experts paving the way for a smarter world. #SOCIALBUSINESS 17
- 18. IBM’s Social MediaFootprint Internal: • 433,000 users of IBM Connections • 26,000 individual blogs • 91,000 communities • 623,000 files shared (and 9.5m downloads) • 62,000 wikis • 50m instant messages/day • 35,200 IBM experts enrolled in Expertise Locator service External: • LinkedIn: 304,000 employees on LinkedIn; 748,601* people follow IBM on LinkedIn – more than any other organization in the world. • Twitter: Approximately 32,000 IBMers engage via Twitter each month. Methodology: This is an approximation based on a recent study that found 93k people or accounts tweeted about IBM per month. Based on the analysis, 35% could be considered IBMers. • Facebook: 171,600 people on Facebook with IBM listed as their workplace. • Alumni Network Group: 375,000 IBM alumni who have self-identified on LinkedIn. The Greater IBM Connection LinkedIn Group has 75,178* members. #SOCIALBUSINESS 18
- 19. Our expertise, experienceand world-renowned reputation as industry leaders are the… most powerful marketing tools we have “Some forward-thinking companies are taking the next step. They are providing the training, tools and encouragement to make their employees expert at using social media. In doing so they are creating a competitive advantage.” – Jon Iwata, SVP at IBM #SOCIALBUSINESS 19
- 20. The Digital IBMer:Creating Value for IBM and Our Clients The ongoing initiative focuses on building IBMer digital eminence and helping IBMers live our values in the digital world by being: – Social: Collaborate via social computing to pioneer intellectual capital and drive innovation that matters for clients and the world. – Smart: Be IBMers at our best – build and share insight and expertise, and exercise good judgment to take the right actions. – Secure: Practice secure computing – build trust by taking personal responsibility to secure IBM, our clients and colleagues. Dedication to every client’s success; Innovation that matters to our clients and the world; Trust and personal responsibility in all that we do #SOCIALBUSINESS 20
- 21. What is Requiredto Help Meet IBM Business Objectives: Pursue Social Business Mitigate Digital Risks Enable the effective use of the digital Create a security savvy workforce world. where IBMers protect themselves, IBM and our clients in the digital To drive IBM’s strategic goals, world. particularly client experience Increase employee knowledge and To build their own reputation change employee behavior to mitigate To further collaboration and efficiency digital risks. on a global scale To continue to differentiate IBM as a Security leading corporation, commercial partner Disclosure and employer Liability Privacy Reputation #SOCIALBUSINESS 21
- 22. Mitigate Risks andApply Digital Skills to Pursue Business Opportunities Strategic Outcomes Personal responsibility IBMers for Digital become Expertise effective at Enable mitigating risk IBMers to IBMers live the become IBM expert at values in using digital the digital for IBM biz world goals Personal Helps responsibility differentiate for security IBM as leader and risk in social business #SOCIALBUSINESS 22
- 23. Driving Digital Excellence TheDigital IBMer initiative is creating compelling assets, resources and enablement programs that drive secure, social and smart computing practices and compel IBMers to engage. — Belief: Help ALL IBMers understand the importance and value of social and secure computing as a key differentiator for IBMers, IBM and our clients. — Action: Encourage IBMers to learn and engage in social and secure computing practices as a natural component of their personal and professional lives. — Advocacy: Compel IBMers to teach and share their digital skills with one another in addition to sharing their knowledge as Forward Thinkers. #SOCIALBUSINESS 23
- 24. Communities, Education &Ambassadorship Three Communities: One Mission #SOCIALBUSINESS 24
- 25. Digital IBMer Hub Learning-and-doing Offers broad Education on Social and Security topics Provides Enablement on specific tools and technologies Highlights Social Business resources Encourages Recommended Activities to improve your social footprint, then track your progress #SOCIALBUSINESS 25
- 26. The IBM SelectSocial Eminence Program bridges social profiling and behavior analysis to identify and leverage the point where employee behavioral preferences and brand objectives intersect… IBM Select SOCIAL PROFILING Social Eminence BEHAVIORAL ANALYSIS Program …Creating and capitalizing on opportunities that are mutually beneficial to the individual and IBM. #SOCIALBUSINESS 26
- 27. Enabling IBMers Leverage their professional reputation and grow influence in the social sphere Sustain engagement while proving their competency and expertise Support and amplify word-of-mouth aligned to Go-to-Market (GTM) priorities #SOCIALBUSINESS 27
- 28. Building Trust &Credibility = The trust and credibility of our Experts ensures: • Effective delivery of brand messages • Relevant and receptive audiences • Creation of compelling and credible calls-to-action • Positive responses Ultimately creating self-sustaining brand evangelism and driving brand preference. #SOCIALBUSINESS 28
- 29. Social Business Managers IDENTIFY, EDUCATE and EMPOWER Subject Matter Experts & Thought Leaders Social Business Manager #SOCIALBUSINESS 29
- 30. Social Business Manageris a Change Agent Oversight for all Acts as the aspects of a personal social business conduit, coach & program trainer to experts #SOCIALBUSINESS 30
- 31. IDENTIFY, EDUCATE, EMPOWER,MEASURE, OPTIMIZE to meet and exceed program marketing goals in three simple steps: 1 Expertise Identification + Social Behavior Assessment 2 Tailored Content + Recommendations 3 Quick Steps + Actions to Get Started #SOCIALBUSINESS 31
- 32. Study: SME Comparedto Other Tactic Results* Traditional Digital Marketing Experts’ Digital Engagement Reach and amplification Conversion rate 4% 12% Call to action 16% 44% Lead *source= Unica Netinsight #SOCIALBUSINESS 32
- 33. Helping IBMers andthe World be Secure, Social and Smart http://www.ibm.com/securesocialsmart/ #SOCIALBUSINESS 33
- 34. Digital IBMer ProgramBenefits Train, enable and measure employee social media activity in an authentic way Provide relevant content and messaging to employees based on expertise and skill level Reinforce and maintain brand value proposition and relevance Strengthen security awareness and safe computing practices #SOCIALBUSINESS 34
- 35. Getting Started 1) Understandthe social behaviors of your employees 2) Educate employees based on interests & strengths 3) Create a collaborative culture 4) Enable & activate 5) Integrate employees into marketing programs 6) Identify & reward participation and innovation #SOCIALBUSINESS 35
- 36. Connect with Us StacyDarling Kevin Green Global Projects Leader Senior Vice President, Strategy @iamadarling @kevinmgreen [email protected] www.greenmatterthoughts.com #SOCIALBUSINESS 36
Editor's Notes
- #20 As early adopters of social business, we have remained true to our brand’s forward-thinking spirit–but have yet tofully capitalize on all the ways these dynamic platforms can help grow and evolve our brand, business, and competitive advantagein this increasingly connected, global marketplace.
- #21 The rapid spread of mobile, cloud, analytics and social computing is driving large and positive changes in how corporate IT functions, how businesses operate, how we work, and how we live our lives. These new forms of computing enable global interconnectedness, drive operational efficiencies and business value, and generate digitized data that can help individuals and companies gain new insights for better decision-making.They also make it possible for individuals to connect and work anytime, anywhere, and with any device.Social computing, in particular, is creating new ways to: create relationships, build and manage reputation, collaborate to create intellectual capital, co-create with clients and employees, share and build expertise, and much more, creating the opportunity for what IBM and others call Social Business transformation. The pervasiveness and complexity of new technologies – and the fast-paced, open and interconnected environment they help create – introduce new risks to organizations and individuals. The “consumerization of IT” makes it more challenging for companies to maintain the security of their infrastructures when potentially thousands of such devices connect to corporate systems. The consumerization of IT also challenges traditional boundaries between work and life and can create complexities for employees. The sizeable increase in online criminal activity compounds the challenge we all face. The Internet is increasingly a resource for criminals who try to steal "digital valuables” such as user IDs, passwords, confidential business data, and personal information.
- #29 It makes our calls-to-action much more compelling, credible, and likely to evoke a positive, pro-IBM response among clients and prospects–ultimately creating self-sustaining brand evangelism and driving brand preference.