Serendipitously, I just uncovered a post relating to IBM and social media use guidelines, which I wrote about yesterday with regard to the Associated Press’ new policy. IBM’s document is a “public submission to the Department of Homeland Security as part of their Privacy Workshops they hosted in Washington D.C. earlier this week.”
Particularly interesting to my discussion is IBM’s take on what it means to engage your staff in social networking, and how to set the proper expectations with your people:
Both governments and business must adopt such capabilities responsibly and thoughtfully, with proper consideration ofthe risks, governance, and legal issues introduced by Web 2.0. Organizations must implement policies that clarify the boundaries ofappropriate use for participants and take steps to protect proprietary or classified materials.
They must set expectations concerning data ownership, visibility, longevity and privacy. The deliberate and thoughtful establishment and implementation of such policies is an essential step toward making Web 2.0 tools suitable for business and government.
First thoughts: I really think it is great that an organization strives to be forward thinking and embraces new technology as readily as I believe IBM does. It is one of the few firms that relishes in the fact that they have the foresight to stay ahead of emerging trends and to ultimately take action when needed to utilize those trends for business purposes. With that foresight, I also realize that it is important (and essential) for a firm to minimize risk, but it is equally essential for a firm to allow their teams to express themselves and explore their creativity–which allows people to “become a global publisher for free – in minutes” when using Web 2.0 tools.
Social Networking Guidelines
On the same point, I also think a hard line document like the one set out by the AP is a bit of a stretch for acceptable use-policies and the managing directors within the Associated Press should consulted the guidelines set forth in the IBM document posted above. “In the mid 1990s, IBM similarly issued a set of Internet Use Guidelines for employees, while encouraging all employees personally to explore and become expert in the use the Internet.” Use Guidelines like the ones IBM enacted enables innovation and knowledge to grow, while the AP guidelines can be seen as nothing other than a set of rules set out to stifle the creative expression of their workforce.
One of my biggest learns from Adam’s snippet was the shear volume and intensity of the IBM social media platform. Not only does the organization provide guidelines for use of these tools, but the company also actively promotes the technology. IBM says they “did so in order to encourage collaboration and provide greater outside exposure to IBM’s greatest asset – its employees.” That sentence in and of itself speaks to the culture that Big Blue maintains.
Globalization and Sustaining Growth
I also wanted to bring attention to one other snippet that caught my eye on Adam’s site: IBM recognized the opportunity to tap into individuals’ use of social media as a way to flatten a geographically and organizationally dispersed employee population and to encourage more learning, collaboration and development – both inside the company and with external parties. Further, our research indicated that the personal interactions individuals have with IBM employees – online or face-to-face – have a more powerful influence on shaping the individual’s perception of IBM’s brand than any other form of communications, marketing or advertising.
Again, I think the focus on the employee, is partly why IBM hires and retains the top talent from around the world, and maintains industry leader status within the many areas it serves.
Check out what Adam had to say here.
A recent post to the New York Times Bits blog has a very news-worthy byline. “A new economic index paints a disheartening picture for technophiles — at least the ones inside corporate America” it reads. The article continues to paint a bleak picture for firms that are investing hundred’s of millions of dollars into technology and enterprise systems with the hope that there will be huge returns on their investments.
The Shift Index, developed by the Silicon Valley research unit of the consulting firm Deloitte, tracks a wide range of measures of economic performance, going back to 1965. But two numbers really jump out. The return on assets for United States companies has dropped by 75 percent over that span, while labor productivity has more than doubled.
Return on Investment
I don’t necessarily agree with the assertions of this article. It is true that technology investment is one of the many investments firms can make that are extremely difficult to calculate returns for, but it is not impossible.
There are many reasons for these difficulties since these systems can increase revenue and decrease expenses in intangible ways… Some changes also take place over such large periods of time that they are difficult to track, and with poor data sets on previous systems it can make comparison difficult – or nearly impossible – between the two.
BUT–I would also add–that the main return that is (1) primarily realized, (2) not always calculated, and (3) present in the Shift Index is… the human element. Technology allows labor productivity to increase, allowing people to work smarter, faster, and more efficiently. It can be difficult to calculate a concrete figure on this efficiency bump, but it is clearly present.
Information is Key
The efficiency increase mainly involves the use of information and business intelligence, and this magnification effect allows employees of firms with large technological investments to make better decisions during their daily functions.
The good news, according to John Hagel, co-chairman of Deloitte’s Center for the Edge, is that companies typically have a solid technology foundation. But technology investment, he said, has been overly focused on an industrial-era model. “It’s been all about standardization and automation of business processes,” he said. “Until and unless companies learn how to harness knowledge flows, the impact of the technology will mainly be continuing competitive pressure.”
A part of the answer, Mr. Hagel added, is the smart use of social networks and other online collaboration tools. “There is a completely different set of values that information technology can drive, connecting and communicating with the outside world, both partners and customers, which can translate into competitive advantage,” he said.
Competitive advantage in today’s marketplace will come from information. Social networks, information sharing, analysis, and hyper segmentation will mean the difference between Fortune 500 and top-performing Fortune 100 firms.
Speaking of online collaboration tools, check out the Jam sessions at IBM – a leading competitor of Deloitte.
Jill A. Brown, Ph.D
Axelrod Fellow, Assistant Professor of Management, Lehigh University
Erik Kaiser is one of the most creative, driven students that I have encountered in my decade of teaching at the university level. He is already a strategic thinker (very unusual for an undergraduate); however, he is also a young, non-traditional student who works as a Manager at an Apple store while attending classes. You will note that he tried his hand at entrepreneurship as well, which is unusual for both my undergraduates and graduate students… I have many good students and a cadre of straight-A students, but Erik is one of the few students in my senior-level strategic management course that actually ‘gets it’ from a real-world perspective.
Colleen Gallagher, June 2009
Human Resources Representative at Aesculap, Inc
I had the pleasure of working for Erik. He was an inspirational leader who conducted himself both in an ethical and professional manner. He was highly respected among his peers and subordinates and brought character and charisma to the organization. I have no doubt that Erik will excel in his future endeavors because of these exceptional qualities.
Sharon Basso, January 2009
Associate Vice Provost and Dean of Students at Lehigh University
Erik is by far one of the most intelligent, gifted and talented students that I’ve known in my 25 years as an administrator in higher education. He worked a full time management job, supporting himself financially, while attending Lehigh University, a highly competitive academic institution. His academic record is excellent but is nearly eclipsed by his professional success as a manager. He is multi-talented, creative, artistic, and has a unique combination of business and management savvy to complement his creative side. He is a young man with passion and more than one person’s fair share of integrity.
Adam Fitting, February 2009
Senior Manager at Apple Inc.
Erik has an active, sharp mind. He develops understanding quickly, and applies his knowledge creatively and practically. His aesthetic sense is well honed, and he derives great satisfaction in delivering solid results that incorporate fine detail, fit and finish. Erik is constantly striving to improve himself, and his efforts pay off personally and for his team.
Jacqueline Sloan, February 2008
Manager at Apple Inc.
Erik is action oriented and excels at critical thinking and problem solving. He is skilled at developing relationships with peers, direct reports and advisors. He brings so much to the table and all who rely upon him immediately benefit from his input.
The Honorable Christopher H. Smith
United States Representative, 4th District of New Jersey
Speaker Hastert shares my high regard for your strong credentials and notable dedication to the public good. It is clear that you have a bright future ahead, as does the community you continue to serve.
Forward Looking
I can’t get enough of the concepts behind ‘Jam.’ I think it’s remarkable what IBM was able to accomplish and the “forward looking” nature of the values that were adopted through their online brainstorming sessions… Corporate social responsibility is especially important today, and in my opinion, clearly adds value to the firm’s bottom line.
Being proactive in your corporate policy/governance, which includes being employee focused AND understanding stakeholder relationships (as opposed to shareholder) can mean the difference between the Enrons and Arthur Andersons, and the Apples and the IBMs.
IBM got it right with their three values:
- Dedication to every client’s success
- Innovation that matters, for our company and for the world
- Trust and personal responsibility in all relationships
Evolution rocks
With that being said – check out this post on how Jam organically evolved over 72 hours from an entirely negative social media experience, to something entirely different:
IBM’s values. This really has two parts to it. One of our core values is trust in the employee. This is imperative as we try and encourage every employee to engage in social media. But the experiences in how we created our values is every bit as important as the outcome themselves. Back in 2003, IBM set out to define what we stand for as a company. Rather than having it be created by a few folks at CHQ, we decided to put the task to every IBMer. So we launched ValuesJam in 2003, a massive three-day online brainstorm for all employees. Fine right?
Well, not at first. As soon as the Jam it went live, many employees found a place where they could vent their frustrations. And for the next eight hours, it was overwhelmingly negative. To the point where we were getting calls to pull the plug. We decided to see what happened if we let it run it’s course. And what happened? The conversation organically shifted from being overwhelmingly negative to being overwhelmingly positive. All without any moderation or prodding from the top. It was an eye opener that if we let employees do their thing, in the end, we’ll all gain from it. That experience gave us as a company more confidence that we could give open, free access to employees both internally and externally, which has informed everything we do in the social media context. And perhaps the most important benefit is that employees view the company’s progressive stance on social media as a public example of the values in action. A reinforcing circle, of sorts.
[via Adam Christensen]
Is anyone familiar with any more of this type of goodness on the web today? I imagine that this is able to be communicated because of the values of the company, and more specifically the “trust in the employee” piece.
I can’t say it enough… I think Big Blue is just incredible the more I read about their corporate vision and learn about their ethics and values as a firm.
