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May
22
2012

"The list of the world’s CEOs regularly includes celebrities, billionaires, big egos, risk takers, and failures. What it does not include are social media experts; but that’s about to change. When IBM (NYSE: IBM) conducted its study of 1709 CEOs around the world, they found only 16% of them participating in social media. But their analysis shows that the percentage will likely grow to 57% within 5 years. "

ibm study social CEO competitiveness openness empowerment transparency collaborationativity interpersonnalskills flexibility

  • CEOs are changing the nature of work by adding a powerful dose of openness, transparency and employee empowerment
  • Companies that outperform their peers are 30 percent more likely to identify openness
  • 6 more annotation(s)...
Apr
17
2012

"It used to be that company communication was all top down. Messages that are ‘pushed down’ from the C suite to the cubes and the employees.
Missions are proclaimed. Messages are delivered. Employees and partners are fed the party line.
Today, things are changing fast – as the tools and networks for communication are broken wide open."

casestudies ibm communication internalcommunication curation Usergeneratedcontent

  • At IBM, the voice of the company is increasingly coming from the intranet, known internally as W3. W3 has been leading a transformation from professional to user-generated content within IBM.
  • “We had 260,000 registered users to that product internally in 2009 and between them they created 600,000 webpages.” To put that in perspective, IBM.com has 4.2 million pages, created over 15 years, making it one of the largest corporate web sites in the world. In one year alone IBM employees created 600,000 webpages.
  • 3 more annotation(s)...
Apr
7
2012

"IBM CIO Jeanette Horan has plenty of IT projects and systems to worry about, but perhaps one of the most pressing and timely is Big Blue's ongoing BYOD (bring your own device) rollout, which is aimed at including all of the company's 440,000 employees over time."

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  • more iPhones and other devices began cropping up in the workforce, and IBM decided it was time to get in front of the issue, Horan said. "If we didn't support them, we figured they would figure out how to support [the devices] themselves," a no-no given the amount and nature of corporate information potentially at risk.
  • "They will find the most appropriate tool to get their job done. I want to make sure I can enable them to do that, but in a way that safeguards the integrity of our business
  • 2 more annotation(s)...
Feb
23
2012

"Yaniv Corem joined IBM Research – Haifa in June 2010 after completing his undergraduate work at the Technion – Israel Institute of Technology, and earning his master’s degree in architecture and computer science from MIT. Aside from his enthusiasm for rock climbing and bouldering, Yaniv is passionate about projects that use the "wisdom of the crowd" to solve difficult problems, complete tasks, gather data, and more."

gamification ibm ibmresearch learning adoption rewarding rewards socialanalytics motivation

  • Gamification is the process of using game thinking and game mechanics in non-game applications to increase engagement. Game thinking can be used to make almost anything fun and encourage people to get involved.
  • Games bring out that sense of competition within a safe and fun environment, where learning takes place naturally
  • 5 more annotation(s)...
Jan
30
2012

"I presented at the MacWorld,/iWorld, MacIT conference with my colleague, Cary Thomas in San Francisco last week. We presented on deploying Apple (Mac, iPhone, iPad) inside IBM."

apple casestudies deployment IBM ipad iphone

Jan
26
2012

"Les laboratoires d’IBM planchent sur des outils d’analyse textuelle et décisionnelle destinés à hiérarchiser, au sein des communautés, les contenus les plus populaires, identifier les contributeurs les plus actifs ou cerner les questions les plus courues. "

IBM socialnetworks analytics communityinsight gamification engagement

  • La vocation d’un autre projet (Analytics-Driven Social Engagement on Social Media) est précisément d’identifier les questions laissées par les utilisateurs sur les blogs ou les wikis. Puis d’automatiser une réponse. « Toute la difficulté est d’identifier la personne qui a déjà répondu par le passé à la question, ou du moins à une question approchante », explique le responsable du projet, Jeffrey Nichols. Le système répond alors automatiquement à l’utilisateur et lui demande s’il souhaite partager la réponse apportée à sa ou ses communautés (l’opération se faisant en un clic).
  • Enfin, dans la même optique de mutualisation de la connaissance, citons le projet Crowd Card. Sa vocation : lutter contre la déperdition des contenus et de leur savoir. Il génère un résumé des posts déposés sur les blogs (dont la lecture complète peut être fastidieuse). Puis, pour promouvoir ces contenus condensés, Crowd Card mise sur une système de « gamification » : celui qui recommandera pour la première fois un résumé repris ensuite en masse par les autres membres de la communauté sera crédité d’un maximum de points.

"A team of IBM researchers spends their days sifting through Twitter. They use live streams of tweets to develop machines that are smarter than the typical computer, an area of study known as "machine learning."

Using these tweets, they've developed technology that allows a machine to understand that some tweets are just background noise and others are newsworthy and important."

ibm cognos customerinsight twitter sentiment sentimentanalysis

  • IBM scientists have also come up with ways to measure "sentiment" … to identify which tweets are saying something good about something important and which are saying something negative.
  • After two years of studying Twitter, their work wound up in an IBM social media monitoring product, Cognos Consumer Insight.

"
« La philosophie d’IBM, c’est que les 460 000 IBMers dans le monde représentent l’entreprise et la marque. L’ecosystème a changé, le brand appartient aux clients et aux employés et on accepte de perdre le contrôle » "

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  • Pour canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
  • our canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
  • 9 more annotation(s)...
Jan
11
2012

"It's rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Most HR groups sit back and wait for requests from the business for administrative people transactions. In their role of stewards of policy compliance, they can tend to be a brake on change.

But not at IBM. Its HR function has been instrumental in the $100 billion company's metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today. HR has helped the organization absorb more than 125 acquisitions since 2000, and integrate globally, saving $6 billion since 2005."

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  • "We observed that 80% of leadership development is based on work experience. We looked to see what we could do to create a work-related development opportunity.
  • we took the top people in mature markets and assigned them to help and mentor people in the growth markets. Growth market leaders learn from major markets, and equally important, vice versa."
  • 7 more annotation(s)...
Dec
27
2011

"Le supercalculateur Watson d'IBM doit commencer son travail d'évaluation en matière de traitement du cancer, à l'hôpital Cedars-Sinai de Los Angeles. Il pourra suggérer aux médecins le traitement le plus adapté en quelques secondes."

IBM watson health health2.0 bigdata bestpractices unstructuredinformation

  •  Là où Watson se montre vraiment utile dans ce contexte, c'est sur la richesse des informations qu'il est capable de traiter, informations en constante évolution, qui lui parviennent sous différentes formes, structurées et non structurées, depuis des systèmes eux-mêmes disparates », a expliqué Steve Gold. « Le secteur de la santé est particulièrement bien adapté pour tirer profit de cette compétence. »
Dec
26
2011

"For IBM and Forrester Research, the business value [of social networking] lies in the ways it enables collaboration to succeed within a business environment. Here’s what some business are doing with social business clouds now.

EMC, Oracle, HP, Dell, NetApp and other big vendors can be expected to come up with social business cloud offerings. IBM, however, with its LotusLive Social Business Cloud has emerged as the leader with real businesses actually profiting through social cloud collaboration:"

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  • The benefits: cut response from days to hours, saves 4-5 days per month in travel time, and cut travel costs by 10%. And a no-cost guest account lets them invite clients to collaborate on recipes.
  • The benefits: reduced cost and immediate accessibility to advanced collaboration tools across all regions of the global company, but especially for product research, development, and sales.
  • 1 more annotation(s)...
Dec
6
2011

"This series of 2.0 Adoption Council Case Studies is brought to you through a collaboration between IBM, the MIT Center for Digital Business, and the Dachis Group, an IBM Business Partner.

Each of these case studies describes how market leading companies who are members of the 2.0 Adoption Council are using social software to get closer to customers and to transform how work gets done, to accelerate innovation and more easily locate expertise."

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Nov
18
2011

"A team of more than 40 IBM consultants have undertaken a massive redesign of IBM’s web properties: a galactic redesign that includes both the external website and internal intranet.

The core objective: a Single design system that converges the intranet (W3) and Internet standards, incorporates reusable design patterns and evolves the design system through collaboration."

ibm casestudies intranet intranet2.0 socialintranet W3 collaboration corporatecommunication internalcommunication expertslocation

  • ntroduce IBM experts, innovators, collaborators across the web, both internally and externally (.com and external web)
  • The new design uses darker and more subdued colors in the masthead and footer but brighter colors and more readable fonts in the content space making it easier for you to focus on where the real action is happening on the page:  the content space!!,
  • 6 more annotation(s)...
Nov
14
2011

"Watson is designed to augment (improve) our capacity to think through complex problems, ask the right questions, judge possible solutions and make informed confident decisions based on real-world data that exists within our own memory banks and beyond."

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  • IBM Watson™ and Apple Siri™  are early signals of what might transform work and lifelong learning around software based personal assistants that push human beings to think more deeply and broadly about questions, answers and their personal confidence levels in making decisions.
  • 1) Natural Language Matters
     
    Watson is not alive.  It is not artificial intelligence.  But it can (better than any other system on Earth today) understand the nuanced elements of meaning created by natural language.
  • 5 more annotation(s)...

"Paying attention to customers seems like such a fundamental thing. So why do so many companies do it so poorly? How do companies lose touch with their customers, and lose their grip on the realities of the marketplace?"

customer growth opportunities strategy competition rigidity culture casestudies IBM Apple Sony Starbuck GE Kodak xerox customercentricity

  • Without question, customers are the single biggest factor in any company’s long-term growth and profitability. And yet, as companies grow, distractions multiply. Success can create such a dazzling array of opportunities that companies try to capitalize on too many of them, over-expanding and diluting their offering
  • Caught up in whirlwind growth, some companies become distracted by a landscape of opportunity and try to do everything just because they can.
  • 9 more annotation(s)...
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