©2012 IBM Corporation

Where ideas come from

What’s the most important leadership quality? Study of 1500 CEOs

Creativity

So go make your company creative!

Do these words describe your organization? Should it?

Why is creativity so important?

It’s a key competitive edge

And why is “creativity” so hard to find?

“Business” can often stifle creativity

“We are all born artist. The problem is to remain an artist as we grow up” Pablo Picasso

Do you have to ask a kid to be creative?

Creative thinkers observe, experiment, take risks, communicate…

they are connected

So in business, how do we listen, observe, explore, experiment and speak up?

So in business, how do we listen, observe, explore, experiment and speak up? E-Mail

So in business, how do we listen, observe, explore, experiment and speak up? Status meetings

So in business, how do we listen, observe, explore, experiment and speak up? Conference calls

So in business, how do we listen, observe, explore, experiment and speak up? Shared drives

It’s broken…but it can be fixed

The content-centric model is broken

Content has overwhelmed the container model…

Consider libraries vs. bookstores

It’s not about the storing of knowledge…

it’s about having an environment that encourages and supports

“Knowledge Accidents”

But isn’t content important?

Yes. But it’s only one part

But people are in the center…they tie it all together.

It’s not about the creation…it’s all about the creator

1) Start at the source…your PEOPLE

Allow them to “know and be known”

Encourage them to gather together to share and learn and grow

Find and ask the expert

Find and ask the expert

Find and ask the expert

2) OPEN your CONVERSATIONS

When you have a question and someone gives you the answer…

only the two of you benefit

Discussion Forums

Wikis

Blogs

Ideation Blogs

Status updates

The Candle Problem

The Candle Problem

The Candle Problem

Q&A without email

Q&A without email

3) OPEN SHARING

Innovation and good ideas often doesn’t call attention to itself

Innovation and good ideas often doesn’t call attention to itself

Social Bookmarks

Social Bookmarks

Files…personal and community

Rich Media

Integrated into your work

Integrated into other communications

Integrated into other communications

Make existing content “social”

Enterprise Repositories

Make existing content “social”

SharePoint Repositories

Summary

Does this sound familiar?

There go my people.I must catch them…for I am their leader.”

“Gandhi

People will be social…so if you do nothing…this will happen

Or you could do this…

What’s next?Don’t get trapped on the outside looking in

(1) Get started

Don’t get stuck inanalysis mode

(2) Identify the “socially active”

Who has already adopted these tools?

(3) Find the contributors

Your high value experts

(4) Consider rewarding the early followers Leaders will naturally lead

(5) Identify an executive sponsor

It’s not a technology issueIt’s a cultural issue

Find someone who has (or can catch) the vision

IBM’s culture is one that appreciates and encourages innovation and new ideas

We can help you!

www.ibm.com/social

Anything less would be…just anti-social

ideas? questions?comments?

thank you it’s been my pleasure

Louis RichardsonSocial Business EvangelistIBM

www.creativitycrisis.com www.twitter.com/inter_vivoswww.linkedin.com/in/louisrichardson www.youtube.com/louisrichardsonjr www.slideshare.net/louisrichardson about.me/louisrichardsonRichardL@us.ibm.com

disclaimer

© IBM Corporation 2012. All Rights Reserved.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.

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