Keynote Case Study: Bridging the Functional Gap with Social Media at Harvard Business School Presented by: Brian Kenny, Chief Marketing and Communications Officer, Harvard Business School Silos are all too common in large complex organizations and Harvard Business School is no exception. So what can social media do to help knock down those artificial divides? How can tools that are designed to engage customers and provide external visibility improve internal communications and processes? As it turns out – employees are social too and social media has made it fun to connect across the functions. Brian will talk about how HBS has organized around social media platforms like Linked-in, Facebook and Twitter both to engage external audiences and to improve sales and customer service across the enterprise. Brian will also share Harvard Business School cases that demonstrate examples of how major organizations are integrating social throughout the enterprise. www.bdionline.com

1. Bridging the Functional Gap with Social Media
Business Development Institute – July 21, 2010
Copyright © President & Fellows of Harvard College.

2. First some context.
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3. Increase in usage of social media networks since 2007
Information Week, Alison Diana, June 28, 2010

4. Growth in Social Media since 2007
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5. Growth of Facebook users over last 2 years
royal.pingdom.com
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6. Facebook growth in increments
royal.pingdom.com
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7. Number of Tweets per month as of May 2010
Double the number from December 2009
royal.pingdom.com

8. Twitter growth over 6 months
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9. Videos viewed on You Tube in April 2010
MediaPost, Jack Loechner, June 2010, Center for Media Research – mediapost.com

10. What about mobile?
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11. Projected number downloaded over I Tunes inin 2010
Number of apps of apps to be downloaded 2007
royal.pingdom.com

12. Smartphone Use Among MBA Students
Android iPhone Do not use a smartphone
Blackberry Other
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13. How are companies engaged
in social media?
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14. Way back in . . .
2008!
“Businesses will rush to the community
and try to connect, but essentially they
won’t have a mutual purpose, and they
will fail.”
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15. Global Fortune 100 Engagement in Social Media
Burson-Marstellar Fortune Global 100 Social Media Study – February 2010
Graphic: istrategy2010.com
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16. Four ways companies are using social media
1. Leverage an already existing community
2. Create your own community
3. Accelerate message distribution
4. Conduct research
©2009 R2 Integrated; Matt Goddard, There are Only 4 Real Ways to Leverage Social Media
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17. Use of Social Media in Organizational Departments
• From the authors of Groundswell
Department Objective Application
R&D Listening: gaining Innovation
customer insights communities
Marketing Talking: engaging Blogs, user-generated
customers content
Sales Energizing: third party Social networking
advocacy
Customer Support Supporting: customers Support forums, Wikis
help customers
Operations Managing: employees Internal social
helping each other networks
©2008 MIT Sloan Management Review: Harnessing the Power of the Oh-So-Social Web,
Josh Bernoff and Charlene Li 17

18. Bridging the Functional Gap with Social Media at HBS
• Social Media today at HBS
• Future Vision for Social Media convergence at HBS
• HBS Cases – Other enterprises bridging the gap
Nasa
Intuit
Threadless
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19. Harvard Business School
• 100 Years • 850 Staff • 13,000 Exec Ed
• 220 Faculty • 1,800 MBA • 70,000 Alumni

20. The Social Media Imperative
• Embrace behavioral shift
• Harness viral marketing opportunities
• Leverage third party advocates
• Build sustainable communities
• Enhance, monitor and protect the HBS brand

21. HBS and Social Media
HBS Social Media Footprint
Twitter 184,000
Linked In 38,000
Facebook 140,000
0 50,000 100,000 150,000 200,000
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22. Areas for Collaboration
Mobile
Analytics/Metrics Twitter
Social Media
Integration
Opportunities
Search Engine
Facebook
Optimization
Linked In Sharesites
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23. Functional areas engaged in Social Media @ HBS
Publishing
Executive Ed
Marketing and Communications
Alumni Relations
MBA Admissions
Career Development
Human Resources
Traditional Publishing Social Publishing Interaction

24. What we are doing today.
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25. HBS Publishing – moving from broadcast to
engagement
• Blogs
• (400k weekly)
• Twitter
(172k)
• Facebook
(123k)
• You Tube
(500K)
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26. Engaging readers in discussions with each other . . .
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27. . . . And with subject matter experts
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28. Engaging Alumni to strengthen relationships
Engaging alumni.
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29. Engaging Alumni to strengthen relationships
• Twitter
847.222.3000
• Linked In
jmcgee@hbs.edu
• Facebook MBA 1975, Section B
• Alumni Navigator
847.222.3000
jmcgee@hbs.edu
MBA Harvard Business School 1975
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30. Reinforcing networks for alumni

31. Engaging alumni with each other

32. Facilitating Alumni networking
• Interactive classnotes
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33. Engaging executives.
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34. Building sustainable communities
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35. Facilitating connection points

36. Making engagement convenient

37. HBS Executive Education on iTunes U

38. We see convergence along 3 dimensions
• Across functions
• Across audiences Publishing
Alumni
• Across platforms
Social Mobile
AlumniMedia Applications
Exec Ed
Relations
Senior General
Executives Managers
Marketing
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39. Convergence Vision I – Leveraging Social Media
for Recruiting
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40. Convergence Vision II - Convergence driven by social
media
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41. How others are
bridging the gap.
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42. “93% of all innovations that became
successful started off in the wrong
direction”
Clay Christensen
Harvard Business School
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43. HBS Case-let on NASA
• Business: Space exploration
• Challenge: Seek innovative solutions to research and technology
problems that impact human
health and performance in
short- and long-duration
human spaceflight
• Approach: Open source
innovation
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44. Open Source Innovation
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45. Partnered with Top Coder and Innocentive initially
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46. HBS Case-let on Intuit Brainstorm
• Business: Creator of Quicken and Turbo Tax, provides business
and financial management solutions for small and mid-sized
businesses
• Challenge: Creating visibility for and participation in collaborative
innovation efforts across the company.
• Approach: Developed social platform – Brainstorm – that makes
innovation collaboration visible, fun and social.
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47. Intuit leverages social to spur innovation
Ideas start raw and improve with collaboration
1
Diverse perspectives and expertise help an idea grow and
evolve.
An idea is like a seed that when put
into a collaborative environment is
better able to reach its potential.
Collaboration requires visibility
2
Be where the eyeballs are
Some want to share their ideas, others want to
find ideas…connections help everyone win
Visibility is created when communication
Leaders must be able to find relevant ideas fast is easy and has a fast payoff

48. Previous solution focused in the innovations
• Captured the needed information
• Generated great reports
• However, the data was rarely updated
• And low visibility meant few connections
Ideas languished as innovators lacked
a way to advance their ideas

49. Winning solution focused on the innovators
Grow ideas Build Teams
Evolve your idea by Recruit from across the
capturing notes, todos, company or let them find
documents, and links to you.
relevant information.
Collaborate Get Help
Take advantage of the Locate those with needed
collective wisdom of the skills. Reach out to leaders
company through to remove obstacles.
comments and discussion.

50. Increased Quantity of Innovation
1
Ideation up over 1000%
2
Participation up over 500%
Intuit now has over 200 new ideas preparing for release
*for citations, see last slide in the appendix

51. Increased Quality of Innovation
Collaboration
with experts
anywhere in the
company…
…leads to a
diversity of
thought that
creates higher
impact
innovations.

52. Decreased Time-to-Market
• ViewMyPaycheck went from a napkin to customers’
3
hands in less than 3 months
ViewMyPaycheck.intuit.com now has 90,000 users &
created a distribution channel to 77 million employees
*for citations, see last slide in the appendix

53. Delighted and Engaged Employees
Brainstorm spread throughout Intuit by word of mouth
and became the de facto source of innovation
I didn’t even know these individuals who
“appeared” from various functions and across
business units to lend support and help guide me
along. As a result, I was able to assemble an
implementation strategy without a lot of
background experience.
You have one team out in Texas, and 2
teams in San Diego who didn’t know each
other. Through Brainstorm, they realized
Matt Gotchy, that there were other teams out there and
Product Manager they joined forces.
Zack Zackirson,
Marketing Manager
*for citations, see last slide in the appendix

55. HBS Case-let- Threadless
• Business: Retail clothing design, manufacturing and sales.
• Challenge: Engaging community as product designers,
reviewers and buyers.
• Approach: Let community drive innovation and product
development – sales will follow.
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57. Threadless Business Model
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58. Threadless by the Numbers
• Over 500,000 community members
• 800 designs per week are submitted
• 134,000 designs from 55,000 individuals
• Each design gets over 600 votes – total 80M votes have
been cast!

59. Thank You!
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