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.

1. The Role of the 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
sdarling@us.ibm.com www.greenmatterthoughts.com
#SOCIALBUSINESS 2

3. “We’re All Marketers Now”
McKinsey Quarterly, July 2011

4. Responsible for the brand
experience not only in
traditional ways…

5. …But in social
ways as well

6. Share… Content
Interests
Opportunities
Knowledge
Information
Generosity
Stories
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7. Professional
Personal
Public
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8. 8

9. By day…. By night!
9

10. Group Trainings are costly,
ineffective and limited
10

11. The Result is everyone doing
the same thing, the same way
11

12. It’s my reputation
and my 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 of Customization
• 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
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16. Digital Influence Group Social 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
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17. Our brand is experienced through the IBMer
As IBMers,
we are innovators and experts
paving the way for a smarter world.
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18. IBM’s Social Media Footprint
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.
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19. Our expertise, experience and 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
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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
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21. What is Required to 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
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22. Mitigate Risks and Apply 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
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23. Driving Digital Excellence
The Digital 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.
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24. Communities, Education & Ambassadorship
Three Communities: One Mission
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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
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26. The IBM Select Social 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.
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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
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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.
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29. Social Business Managers
IDENTIFY, EDUCATE and EMPOWER
Subject Matter Experts & Thought Leaders
Social Business Manager
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30. Social Business Manager is a Change Agent
Oversight for all Acts as the
aspects of a personal
social business conduit, coach &
program trainer
to experts
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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
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32. Study: SME Compared to 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
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33. Helping IBMers and the World be Secure, Social
and Smart
http://www.ibm.com/securesocialsmart/
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34. Digital IBMer Program Benefits
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
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35. Getting Started
1) Understand the 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
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36. Connect with Us
Stacy Darling Kevin Green
Global Projects Leader Senior Vice President, Strategy
@iamadarling @kevinmgreen
sdarling@us.ibm.com www.greenmatterthoughts.com
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