Jason breed shares a story about how one person can make a big difference within a large company.
A prevailing myth in the professional world implies that a leader, who thinks unconventionally, can only thrive and make a big difference in a small firm or start-up.
But, here’s a lesser known truth:
IBM has been quite successful at attracting leaders, who would otherwise be serving in SMBs or startups, because the technology giant treasures unconventional thinkers, calling them “wild ducks.”
Jason Breed, the Global Leader for Social Business at IBM, is one such wild duck. Prior to joining IBM, he spearheaded social media programs for multiple firms, holds the Board seat on behalf of IBM for the Big Boulder Initiative and leads a non-profit - Digital Futures Initiative (DFINow.org) - to educate students and parents across the country on Internet Safety and growing up as a good Digital Citizen.
I recently caught up with Breed who discussed why he chose to be an IBMer and how he is thriving as a wild duck within one of the world’s largest tech corporations.
Jason, considering your reputation as a change agent in some smaller organizations, what made you decide to take a position at IBM?
Jason Breed’s Response:
I guess I have always been seen as radical agent in not only my approach to work but also in how I approach clients. And, yes, I have served in leadership roles at smaller companies. But, making the move to IBM afforded me the opportunity to create something unique within a large organization and have the muscle of that enterprise behind me. And, that was the deciding factor for me – I could make ripples in the market at a small firm or massive waves with IBM.
Tell us about your first big wave at IBM – what was the first seemingly radical idea you deployed and how did you do it?
Jason Breed’s Response:
IBM was already doing a lot of great work in advanced analytics for companies. Because we wanted to take it one step further, I led a team who created a test program to access social data, as well as analyze and tie it to business outcomes in a way that created significantly better outcomes. This removed a lot of roadblocks and created one of our first as-a-service offerings. We did this all while using unstructured and external data in very new ways.
Today, this all seems like common sense, but at the time it was very risky. Presenting new ideas often sound strange and even risky at first, but IBM nurtures those who think differently…this is the beauty of being a "wild duck" at IBM.
You just made disruption within an enterprise sound both realistic and possible…what advice do you have for would-be wave-makers embedded within large organizations?
Jason’s Response:
Large enterprises often have processes, systems, and tolerances for risk that some may see as challenges to innovation. But, a truly good idea will grow despite of challenges, because it is relevant and has market opportunity. Focusing on marketing opportunity, not just feature functionality of what the idea is or what it does, is key. So, if there is anything to take away from my work at IBM it is this: sell the solution and not the tool. Sell what your idea can do to change the market. In my industry that meant framing social not as just a thing, but social being in everything.
Learn more about Jason Breed and his work at IBM on LinkedIn.