The document discusses the evolution of social media and collaboration tools from Web 1.0 to Web 2.0. It identifies key characteristics of Web 2.0 like connecting people, facilitating knowledge sharing, and communities/social networks. It also outlines critical success factors for using social media within and outside organizations like social networking culture, collaborative tools, skills, mechanisms, motivation, trust, competence, awareness, and contributors/seekers. Finally, it encourages learning from and contributing to the emerging social ecosystem.

1. Social Media in the Legal Frontier and Beyond Jennifer Okimoto – Associate Partner 14 September 2009

3. There are critical success factors for using social media within and outside an enterprise Social Networking Culture Collaborative Tools To what extent do these characteristics exist within your organization or your clients’ organizations? Does the team have the skills necessary to collaborate effectively? (e.g. technical, communication, people, business, etc) Skills Do we have a method to collaborate? Mechanism Do I want to be approached? How do I approach this person? Access Why will I cooperate with this person? Am I motivated to work with this person? Motivation How can I develop my reputation as a trusted partner? Will this person help me? Benevolence (Trust) How can I advertise my expertise? Is this person competent? Competence (Trust) How can I become more known? How do I know who is out there? Awareness Contributors I am someone Seekers I need someone Critical Success Factors

5. To learn: As an innovation-based company, we believe in the importance of open exchange and learning – between IBM and its clients, and among the many constituents of our emerging business and societal ecosystem. To contribute: IBM – as a business, as an innovator and as a corporate citizen – makes important contributions to the world, to the future of business and technology, and to public dialogue on a broad range of societal issues. As our business activities increasingly focus on the provision of transformational insight and high-value innovation – whether to business clients or those in the public, educational or health sectors – it becomes increasingly important for IBM and IBMers to share with the world the exciting things we’re learning and doing, and to learn from others.

6. http://www.ibm.com/blogs/zz/en/guidelines.html

7. CEOs – Top sources of new ideas and innovation IBM Institute for Business Value, CEO Study 2006 Employees Business Partners Customers directly Consultants Competitors Associations 0% 5% 10% 15% 20% 25% 30% 35% 40% 45%