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Michael Bazigos


As Strategy and Change Executive at IBM's corporate headquarters in Armonk, NY, Dr. Bazigos holds global responsibility for internal and external initiatives related to workforce and leader effectiveness in an enterprise with 400,000 employees doing business in 170 countries, including 40,000 leaders. Current focus areas include leadership assessment, competency and development strategy, with special focus on the performance of sales executives globally and in “growth countries.”

In prior roles at IBM, he had responsibility for enterprise-wide workforce strategies, and HR strategy and metrics. He has led numerous global projects, and has a developed a patent-pending workforce related invention. Dr. Bazigos came to IBM from its acquisition of PricewaterhouseCoopers’s consulting division in 2002, where he was the worldwide director for transformation consulting. He has consulted to top management teams of Global 500 corporations, addressed business audiences in all major world regions, and published in the organizational and educational professional literature.

Dr. Bazigos is currently an adjunct professor at Columbia University’s Department of Organization and Leadership. He earned his PhD from Columbia, masters degree from New York University, and is a proud graduate of Stuyvesant HS in NYC. Details about talks and publications appear on his faculty website:
http://gogo.tc.columbia.edu/faculty/index.htm?facid=mnb12. 


 

Abstract

Social Business at IBM 

When one caveman learned a better way to hunt mastodons from another, and the first child learned to speak by modeling a parent, social learning began.
 
Humans have always been social animals. There is a lot of buzz today about the new forms of interaction fostered by social media. But for organizations, real value begins when social media are harnessed to get results.
 
Social business cultivates trusted relationships and leverages them at the point of need to create growth, innovation, and more effective talent.
 
This presentation features a point of view backed by living, evolving examples from inside IBM. It aims to move skeptical traditionalists from a "Twitter is a waste of time" attitude to a better appreciation of how many non-Twitter technologies can be “mashed up” to destroy historical silo barriers between knowledge management, collaboration and learning. (It may be interesting to motivated adopters, too!)
 
Examples will include a description of how “Jams” (asynchronous electronic global town hall meetings) were used to create the enterprise values of the enterprise and new go-to-market business models, and how collaborative technologies are enabling user-generated learning content that maximizes a new social metric: ROC – “Return on Contribution.” (More on that in the session.)

 

Learning Objectives
 

1.     Describe at least one application of social networking with proven business value.
2.     Explain the difference between Return on Investment (ROI) and Return on Contribution (ROC).
3.     Identify at least one potential use of a social network approach to a challenge or opportunity in my organization, or that of a client.