Content in Intel Communities

How to change Intel HD graphics Core i3 dedicated memore

webadmin@intel.com — Fri, 03 Aug 2012 00:44:36 GMT

Hi i have This Graphics Card:

Card name: Intel(R) HD Graphics
       Manufacturer: Intel Corporation
          Chip type: Intel(R) HD Graphics (Core i3)
           DAC type: Internal
         Device Key: Enum\PCI\VEN_8086&DEV_0046&SUBSYS_41201558&REV_18
     Display Memory: 1696 MB
   Dedicated Memory: 64 MB
      Shared Memory: 1632 MB
       Current Mode: 1366 x 768 (32 bit) (60Hz)
       Monitor Name: Generic PnP Monitor
      Monitor Model: unknown
         Monitor Id: BOE0586
        Native Mode: 1366 x 768(p) (59.998Hz)
        Output Type: Internal
        Driver Name: igdumd64.dll,igd10umd64.dll,igdumdx32,igd10umd32
Driver File Version: 8.15.0010.2622 (English)
     Driver Version: 8.15.10.2622
        DDI Version: 10
       Driver Model: WDDM 1.1
Driver Attributes: Final Retail
   Driver Date/Size: 1/10/2012 14:28:32, 8313856 bytes

I am surprised that it has only 64 Mb dedicated memory, what i am expecting is 256 MB dedicated memory. How can i change that to 128Mb... any help.. Please.. Thanks in advance. I attached my dxdiag file information

IT Insights and Innovation for Sales and Marketing

webadmin@intel.com — Thu, 28 Mar 2013 20:25:21 GMT

I’d like to share a story around insights and innovation about how my team embraces Intel’s IT strategy to create unique business value through customer insights. Two and a half years ago when I joined Intel IT as General Manager of IT Solutions for Sales and Marketing, I sat through a presentation by one of my peers about Predictive and Advanced Analytics. I was so impressed and excited that IT was investing in this core competency that I immediately raised my hand. I wanted to team up with this group and figure out how we could partner with corporate marketing to put this capability into practice. I knew from my days in marketing years ago that we relied almost exclusively on third-party experts to manage structured and unstructured data for us and stay on top of market and consumer technology trends. They were the sole keepers of that data, so we couldn’t even slice/dice it! They, in effect, owned our data, which limited our ability to take advantage of timely insights and shifts in perceptions.

So in a few months I put in place the beginnings of an IT Business Analytics team under Ivan Harrow (Follow him on Twitter: @ivanh) and immediately partnered with a few sharp guys from our Enterprise Capabilities and Programs team. We set up a face to face meeting with three of CMO Deborah Conrad’s top lieutenants to explore the possibilities. I have to say, I think we took them by surprise. I believe they came into this thinking it was another one of those IT meetings that they were attending as a favor to me and that nothing would materialize from it. Instead, we were asking them to anticipate their business needs. We asked if they had a magic wand, what type of scenarios would be ideal to apply this practice of advanced/predictive analytics. In this case, we appeared ahead of the business need. , At this meeting they were taken a bit off guard by this dialog with IT. On the spot, they couldn’t readily describe what we could start working on with them to fuel Intel’s transformation as a computing solutions company!

Afterwards we met with them to discuss specific areas in their business that could take advantage of the collective talent of the IT team we pulled together. In the meantime, we started working on areas we identified for them that could help the marketing group see the power of this advanced business intelligence (BI) capability.

And then one day, our tenacity paid off. We had worked diligently building relationships with the Social Media team and we worked even more closely with the researchers in the Insights & Market Research team. We demonstrated that we sought to understand their business challenges and help discover opportunities along with them. We earned their trust and showed we were more interested in delivering value to Intel than worrying about stepping on anyone’s toes. And the marketing teams were more than willing to share their data feeds with us, both internally and externally, so we could explore and deploy advanced analytics. Our IT BI solutions ended up exceeding their expectations.

Our IT representatives participated in a corporate-wide strategic discussion with marketing to prepare for an executive-level discussion and were invited to be part of the follow-up activities. Our market researchers saw the huge benefit in collaborating with IT to build out Intel’s vision around customer insights and, more importantly, take that vision and put a strategy around it for all of Intel. This new BI capability is now influencing the design of our Intel user experience (UX) framework. Now finally we are an integral part of corporate marketing and they more naturally reach out and partner with us. We see the industry trend where CMOs are importing people from IT, consumer analytics and operations to fill emerging skill gaps, so we know our IT BI expertise is valued.

I am proud that our IT teams have been part of a transformation in marketing - where the analytics inform the “art.” Research support the premise that the CMO of the future is becoming a master of data, creating a data driven culture, automating and working with a sense of urgency to DEMAND that the analytics inform the “art.”

And the moral of the story is: ”CMO’s, please make friends with your IT department.” I believe 2013 will be the year our CMO and CIO evolve from being functional peers to being “best friends.” IT will keep building our ability to anticipate business needs and fuel the transformation of Intel through Insights and Innovation.

Please share your thoughts with me on Sales and Marketing IT solutions, particularly those focused on using advanced business analytics to gain new customer insights.

Follow me on Twitter: @Patricia__Perry

In Support of Girl Rising

webadmin@intel.com — Fri, 01 Mar 2013 23:21:06 GMT

If I told you, you could increase your income by 10% to 20% would you be interested? Or maybe if you were a government leader, and I said you could improve your country’s annual GDP. Would that spur you into action? Well, you can. Educate a girl and change the world.

It’s easy to lose sight of the fact that there are populations of girls and women who have absolutely no access to education or technology. I’m not talking about access to STEM education: I’m talking about access to basic education.

If we truly want to connect and enrich the lives of every person on earth, I believe we must focus to address the gender gaps. Education is a cornerstone, certainly. But we cannot afford to move slowly. We can use technology to bridge the gaps faster. Together education + technology can drive transformative change in the world. I recently watched the trailer for “Girl Rising,” a documentary film being released in theaters on March 7^th –on the eve of International Women’s Day. The film and accompanying social campaign by 10X10 is about the positive impact of education, as told through the amazing stories of 10 girls from 10 different countries. Please check out the trailer. Let me know what you think.

If technology can enable women and girls to leap over the barriers limiting their lives and contribute in ways that make the world better, stronger and safer, then we have an obligation to make sure they have the access and the education to use technology.

I invite you to join me in supporting girls through Girl Rising. You can purchase tickets through a crowd-sourced film distribution service—a very cool model, by the way.

Together we can all make a difference in the world.

Follow me on Twitter @KimSStevenson

Inside IT: Intel CIO Kim Stevenson on the IT performance report

webadmin@intel.com — Wed, 20 Feb 2013 20:39:28 GMT

It’s a time of monumental transformation in the IT industry. Nowhere is that more true than at Intel. We’ve documented the changes in Intel IT over the last year in this podcast series, and we’ve looked at the continued rapid pace of change expected ahead. Intel IT has just released its 2012-2013 Annual Performance report. In this podcast Kim Stevenson looks back over the accomplishments of 2012 and discuss the dynamic year ahead.

Evolving Social Computing and Collaboration in the Enterprise

webadmin@intel.com — Wed, 13 Feb 2013 20:18:00 GMT

Recognizing the power of social computing as an important tool for supporting the increasing velocity of Intel’s businesses, Intel IT is developing a strategy to boost usage of social computing as part of a unified collaboration experience that better supports employee and business workflows. Our investments in social computing have already been successful in reducing organizational boundaries, speeding access to information, and improving employee productivity. Our internal social platform has evolved into one of the key tools for collaboration at Intel, facilitating the free flow of information and ideas. In our recently released white paper, Evolving Social Computing and Collaboration in the Enterprise, you can learn more about the journey we have been on and what we see for the future.

How to Progressively Obtain PDU’s For Your Maintaining Your PMP Credential

webadmin@intel.com — Mon, 13 Feb 2012 19:00:54 GMT

Since May 2011, I’ve had the honor of having an adjunct responsibility as the IT PMO PMI (Project Management Institute) Credential Mentor in Intel IT. To date I’ve advised over 80 PM’s on their best approach to obtaining a PMI credential (PMP, PgMP, PMI-ACP, PMI-SP, and PMI-ACP). I’ve also had dozens of enquires from PM’s that have their PMP as to obtaining PDU’s. The most typical scenario is that their PMP renewal is due this year and/or in a relatively short time and they are far short of having the documented minimal 60 PDU’s (Professional Development Units) required in a 3 year cycle to apply for renewal. As Intel I’ve noticed IT has close to 400 PMP’s, I thought it would be helpful to document what I advise for everyone’s benefit. I am now sharing it also in this community and hope more people can benefit from them.

The first task you should do after reading this article is to go to the PMI website, log in, got to Certifications – Maintain Your Credential - Report PDU’s , and check your renewal date and the number of PDU’s you currently have. Putting it in project terms then your simple scope is to, ‘Obtain at least XX PDU’s by XX date to be able to renew my PMP credential’.

The most typical situation I get is within a year left to three year deadline and needing 40 to 50 PDU’s. Most PM’s assume it is all education based and concerned they have to attend classes, will their manager approve it, they need to take time off from their project that has a deadline, etc. - I’ve heard all the concerns.

The second task is to be aware that there are six options for obtaining PDU’s as shown in the table below and consider your viable options.

Focus Area	PMI Category	Approach or Method	Options to Consider	PDU Limits (3 year)
	A	(REP) Registered Educational Provider PMI Component Chapter PMI Annual Symposium	- Take a vendor class in a PM subject - Attend the local PMI chapter meeting - Attend the Annual PMI Symposium - Prep course for another credential	None
Educational	B	Continuing Education	- Attend a PM college course - Attend a Webinar (on PM subject) - Attend an IU (Intel) PM class - Attend Intel PM CoP, PM Forum, etc.	None
	C	Self-Directed Learning	- Reading a PM book - Being mentored/coached on PM	30
	D	Creating new PM knowledge	- Author/co-author a book - Get your PM article published - Create and teach a PM course - Be a speaker, moderator, SME participant for PM panel discussion	45
Giving Back To The Profession	E	Volunteer Service	- Volunteer with your local PMI chapter at least 3 months - Volunteer for a specific PMI chapter event (Symposium)	45
	F	Work as a Practitioner	- Work full time as a PM equals 5 PDU’s per year	15

The third task is to make a plan and get started in earnest o meet your deadline. I’m going to list suggestions and tips/tricks from my experience in assisting others in priority of what might be the easiest to obtain.

Potential Benefit	What it is	What to do	Suggested Practice	Reference
Up to 15 PDU’s/ 3 years	Most PM’s do not realize they get PDU’s for working full time as a PM.	You can go and document the prior years and current year.	Make an Outlook calendar in mind January reminder add the 5 PDU’s on the PMI website for the prior year	Cat: F
Undetermined but good possibility of something	Review your Outlook calendar and Intel U records for past classes	Make a spreadsheet with class, hours, date column	Update your PDU’s on the PMI Website immediately upon successful class completion	Cat: B
Possibly 10-20 per year?	The monthly Intel IT PM Forum, PM CoP, etc.	Budget time to register /attend these meetings	Update your PDU’s on the PMI Website immediately upon successful class completion	Cat: B
Up to 12 PDU’s /yr. @ 1 PDU per monthly meeting	The local PMI Chapter monthly PDM (Professional Development Meeting). They are relatively inexpensive and feature a PM subject speaker	Check out the local PMI chapter webpage, contact a chapter officer, join the chapter, and attend their monthly meetings.	Attendees usually receive a paper confirming their attendance with the event #. When updating PDU’s, inputting this # will auto populate the information for you.	Cat: A
Undetermined	PM classes sponsored by the local PMI chapter – professional development dept.	Check the local PMI Chapter’s monthly calendar for class offerings.	These non PMP prep classes are usually 4 to 8 hours on a Saturday and discount priced for Chapter members	Cat: A
Up to 30 PDU’’s / 3 yrs	Self-directed learning	If you maintain your PMI membership, you will receive PM Network, the PMIs monthly magazine – read the articles	Claim your self-directed PDUs in in 0.25 hour increments.	Cat: C
UP to 20 PDU’s/yr.	Volunteer with the local PMI Chapter	Check the local PMI Chapter volunteer link for open positions	Try something different on an area are you’d like to learn about. Ensure you are clear on the time requirements and expectations.	Cat D, E

Before continuing let me offer additional practical advice that you also may find helpful.

- Documenting PDU’s: If a PMI event or REP (PMI Registered Education Provider) you receive an XXXX-XXXXXX code that when typed into the PMI website auto populate the information. If not then certain then be specific with the information placed in the PMI website. Also I can’t emphasize enough to document the class in the PMI website immediately after obtaining the class or receiving the certificate. Don’t wait!

- Partial Credit: A class does no have to be titled or directly be a PM class. Training for Six Sigma, ITIL, or a Process may qualify for some number of PDU’s. You need to estimate the direct PM content hours and then document it accordingly. A 2 day, 16 hour class may have only 4 hours of PM related training but you can count it. Keep in mind you did agree to an ethics agreement with PMI and they can ask for additional documentation before approval so be fair and accurate. If in doubt ask the class instructor for their assessment of project management content and go with that.

- Volunteering: Helping in some manner with your PMI chapter is a wonderful thing and great experience however let me offer some caution before engaging with a PMI chapter representative. A volunteer in a ‘Team Member’ role can earn 5 PDU’s up to a Chapter President that can get 20 PDU’s per year. However a team member may require a few hours per month while a Chapter VP or President requires 5 to 10 hours per week or more. If interested and regardless of your capabilities start with a team position and learn the chapter first. Chapter Officers sever a two year term with a 50% changeover each year so positions do open up and you can be elected. It’s a great experience but you will work a lot of hours for those PDU’s.

- Volunteering Caveats:

PMI Chapters hold annual Symposiums or PDD’s (Professional Development Day) events and volunteering to support that event only often earns you 5 PDU’s for a day’s time plus you most likely get to attend the event for free and even attend class or two if you get free time or a speaker sponsor / aid.
If you are an SME (Subject Matter Expert) you might be a PDM or PDD speaker for the Chapter which you typically get 10 PDU’s for developing and presenting a class (Cat D). The chapter provides you a confirming PDU letter to use.
PMI Chapters also have monthly or quarterly newsletters distributed to their members through their communications volunteer group. Usually they are in need of good PM subject article content and if published it’s typically worth 10 PDU’s. The chapter provides you a confirming PDU letter to use.
Annual PMI Symposiums also put out request for forum speakers which are typically a 75 minute class. You have to apply, be approved, attend the event, and speak. Requesting 10 PDU’s for the prep and speaking time should be approved by PMI.

- If Your 3 Years Run Out and You Don’t Have The Minimum 60 PDU’s: Life goes on and things do happen. If you do not renew your credential in the 3 year cycle requirements, it goes into probation for up to one year. During that time if you get your 60 PDU’s then you can review your PMP credential and your next 3 year cycle period starts. If you past the year then you lose your PMP standing and have to start over with the application, possible audit, exam, etc.

- If You Obtain Greater Than 60 PDU’s In Your 3 Year Cycle: PM will allow you to carry over up to 20 PDU’s toward your next 3 year cycle. The flexibility here is that if you want/need to take a class now you can apply up to 20 PDU’s later so don’t limit yourself. This is especially useful if you are considering another PMI credential as the exam prep training for a new credential can be applied towards your PMP renewal (PM subject training in any capacity is accruable). Keep in mind that 60 PDU’s every 3 year cycle is the ‘minimum’ and although 60 are counted some PM’s obtain hundreds through their work, training, and volunteer activities in keeping their progressive career.

- Rules of Thumb:

A PDU obtained by training through a PMI REP training entity will most likely cost between $25 to $100 per hour USD and not including travel if not local. This includes the fee to attend a PMI Chapter PDM for the one hour speaker series that yields one PDU.
A PDU obtained by volunteering your time through having a chapter position, speaking, supporting an event, and/or writing an article will most likely require five to twenty (5 to 20) hours of your time per PDU.

In summary:

- There are many options to obtain the minimal 60 PDU’s over a three year renewal cycle keep you PMP credential current. Any PDU’s obtained through various activities should be documented as soon as possible in the PMI website for accurate tracking. If the activity is in question then the PMP should check with the class instructor or enquire with PMI directly to ensure the activity is recordable. PMP’s should not necessarily limit their training and experience activities as up to 20 PDU’s can be carried over and accrued towards the next three year renewal cycle.

- With today’s surplus of information and the availability of low cost events by PMI chapters and REP organizations across the globe, it is not difficult to accumulate the required number of PDUs for renewal of your credentials. Read the journals, attend chapter meetings, get out and enjoy and embrace our profession. Make a resolution to create a process for yourself of logging your self-directed PDUs immediately following reading the works. Not only will you earn PDUs, but networking and learning, common success factors we employ in our day to day roles as PM professionals, can return benefits tenfold.

Collaboration: Overlooked and Underestimated

webadmin@intel.com — Wed, 06 Feb 2013 14:02:06 GMT

Managing the Changing IT Landscape: Collaboration as Competitive Advantage

Collaboration just might be the next big thing. But is it getting the attention it deserves?

According to a recent article from informationweek.com, people are changing the way they work—and it’s having a profound impact on IT strategies and budgets in 2013. Research conducted by business advisory firm CEB (formerly Corporate Executive Board) explored the IT implications of collaboration on productivity—and the results might surprise you.

The first big reveal? According to Andrew Horne, U.K.-based managing director at CEB, “People know that work is becoming more collaborative, but the surprise is that 50 percent of successful performance now depends on this—where 10 years ago 80 percent of the outcome of any task would have been down to the individual. It is the magnitude of the shift that we didn’t expect.”

In other words, productivity depends on it

What’s more, process-automation efforts of the past are no longer enough. To improve productivity, companies must think more about customization. Instead of creating highly customized (yet rigid) ERP and CRM solutions, there is a need for standards-based, cross-enterprise tools that can be customized in areas where you gain the most value—focusing on the way that employees actually perform tasks, where they perform them, how they service customers, etc. Think of what a physician can do with a portable, touch-enabled solution. And while sales managers will always need a CRM solution, they need access to it on the right mobile device.

I saw this in action last week while discussing the benefits and use cases of tablets, laptops, and new two-in-one Ultrabook™ devices with professional educators and healthcare administrators. These environments have an abundance of applications for enhancing productivity, quality care, and student learning. The goal is to connect educators with students, students with students, and healthcare workers to their peers and their patients. The concept of enhancing interpersonal engagement through and with technology proved to be the theme of the week.

Although this might seem intuitive, companies on average are spending only one-third of their IT budgets on the right mobile solutions—and according to Horne, anything less is too little. “Those pushing hardest for improvements are allocating two-thirds of all IT spending to the tools that are really capable of transforming the way users work,” he says. Any solution that gives knowledge workers what they need to share ideas and easily locate people and information has become critical.

How Intel is transforming collaboration

Another wake-up call is that the CEB research revealed a disconnect between IT decision makers and how end users actually get work done. Intel has worked actively to solve this challenge. To gain more from social computing and boost collaboration, Intel IT conducted research on the employee base by partnering with several groups across the business, including Human Resources, IT employee communications, and Human Factors Engineering. The goal was to understand how different business groups collaborate and communicate—and figure out exactly where the problems lie.

One component to this was a crowdsourcing exercise designed to collect feedback from new employees. Questions were centered around known collaboration issues—speed of innovation, barriers to working together, etc. And the results were quite interesting: 44 percent of the feedback related to organizational barriers and 45 percent to technology. Just 7 percent identified people, and only 4 percent cited environment or physical workspace. For more, check out the white paper by Intel IT, “Evolving Social Computing and Collaboration in the Enterprise”.

Again, it becomes clear that there needs to be a balance of three perspectives: technology, business needs, and the requirements of individual employees.

Do the research findings surprise you? Have you noticed the growing role of collaboration in your organization?

Chris
@chris_p_intel
#Consumerization #Collaboration #Productivity

Inside IT: Re-Imagining Intel's Web Experience

webadmin@intel.com — Fri, 28 Dec 2012 21:23:50 GMT

The role of a corporate web site has evolved. It’s no longer just a static source of information. It’s the place where a company creates and maintains a relationship with the world of customers, business partners, and investors. In 2011 Intel underwent a complete re-imagining of intel.com. Not just a simple redesign of the web site, but a fundamental shift in the way the company markets, sells, and supports products and services through digital channels. In this podcast Arun Sagiraju, Enterprise Solution Architect for Intel IT, talks about the challenges Intel IT faced in restructuring intel.com, the approach the company took, and the results of the new web experience.

What makes some communities click, while others struggle to take off?

webadmin@intel.com — Tue, 11 Dec 2012 17:16:20 GMT

“How vain it is to sit down to write when you have not stood up to live.”
― Henry David Thoreau

What makes some communities click, while others struggle to take off?

All things remaining constant (tools, policies, security etc), why do some communities thrive, while others perish in their infancy? Sure, our adoption of social software at Intel has been better than satisfactory, and I have shared my insights on what I consider essential strategies for a successful implementation. However, we have our fair share of communities that struggle to take off as intended, and fall by the wayside after an enthusiastic start. And while tools, policies etc are important, it takes more wean away an entire workforce from old collaboration habits (aka closed door meetings, email) to a new paradigm.

On one hand, the market size for enterprise social software has seen rapid growth. CIOs across all industry sectors recognize the business value of social collaboration capabilities and have made significant investments in this technology. Earlier this year, McKinsey published a report that claims that there is a trillion dollars of business value waiting to be unlocked by social software. On the other hand, participation inequality and poor adoption by users are still unresolved challenges. A formula to build vibrant communities in a predictable manner has remained elusive.

Why does a technology capable of unlocking a trillion dollars in value still need to be evangelized to its users?

We took a hard look at this question in an effort to evolve a scalable model for successful communities – and that brings me back to Thoreau’s quote. In standing up to live the hard life of a community manager, I realize that to write a blog post on “3 steps to a successful community” is vain. In the absence of a magic formula, today, I share with you my observations on traits of successful communities.

1. A successful community has (at least one) steward.

The steward is usually a person that sees the big picture value of open collaboration. They understand the possibility of bigger things emerging when information is shared openly. They know that silos do not come crashing down in dramatic fashion just because a tool got implemented. But organizational silos do breach open with every email that becomes a blog post, and every closed door meeting that moves to a discussion forum.

It helps if the steward is also a person with authority. Often, this position of community leadership is assumed without formal authority. The only “must have” is that the steward be a member of the community, and not an outsider. That way, they can provide positive reinforcement for collaborative behavior (“Great post – thanks for sharing”), as well as look out for potential wins, offline (“Great idea. Why don’t you add it to our wiki so that other teams can use it?”)

2. Great communities make it worthwhile.

The challenge with social collaboration is that the point of return on investment is too far removed from the point of investment. When I want to communicate to a team, the easiest way to do it is to send an email to a mailing list. I do not care at that moment, that the contents of my email may need to be referenced 3 months later – or that someone who is not on that mailing list would benefit from the information.

Successful communities make the effort worthwhile for one another, realizing that what goodwill and information shared, comes around. They encourage contributions both online (likes, comments) and offline (formal recognition, notable mentions in team meetings). The offline recognition is particularly important, because it promotes awareness among those struggling to adopt social software

3. The most vibrant communities are open (or have critical mass)

When it comes to social communities, size does matter. As I look at our leaderboard of most active communities, most of them are open to the entire company. The ones that need to be closed for business reasons, have critical mass of membership. Regular activity within a group promotes active readership, and high response rates – and size helps to sustain the required levels of activity.

When combined with a powerful business purpose, these attributes help a community to cross the adoption chasm, and become self-sustaining.

If you manage a community within your organization, or use one to collaborate with your peers, do share your insights, or get in touch.

Why Intel IT Experts Should Use Social Media

webadmin@intel.com — Thu, 08 Nov 2012 00:10:39 GMT

In my role as the Social Media Manager for Intel IT, I talk a lot with our Intel IT Subject Matter Experts

(SMEs) and other IT employees about why they should get involved in social media.

The Intel IT subject matter experts share IT best practices with our customers and the industry at

large at events, customer meetings and publish white papers, videos, and blogs through the IT@Intel

program – in addition to their day jobs. A lot of these men and women ask, “Why should I add social

media to my already busy days and my workload?” And that’s a fair question. I make sure we discuss

some of the benefits of using in social media and see if it really aligns with the IT employee’s own career

goals.

Why use social media?

Being able to articulate why you want to use social media (or why you don’t) and knowing what your

goal is – that’s half the battle. Most of our IT SMEs I talk with want to build their industry knowledge

and share their expertise with their peers. (This is awesome, huh?)

Some additonal reasons to use social media cited by Chris Heffer, Social Business Evangelist at SAP,

in his recent blog are that people use social media are to:

Establish credibility inside and outside my company
Build up my personal brand so people know who I am before I meet them
Communicate my thoughts and ideas to more people
Build up my industry knowledge so that I can be perceived by others as an expert
Connecting and conversing with like minded people

I also talk with our IT SMEs about who they want to influence or talk with via social media. Sometimes

our IT SMEs want to be the expert among their peers within Intel – and that’s totally fine. We have an

internal social media and collaboration platform called Planet Blue. There are hundreds of Information

Technology Groups and discussion forums to participate in.

Others want to share on Planet Blue, and also build credibility outside of Intel by sharing best

practices with our customers (i.e., their peers). Once we are clear on that the Intel IT SME wants

to engage in social media outside of Intel, we have a process to train and ramp them up.

How to get started?

From an IT Social Media Program point of view we participate on a few platforms where our

customers are (not on every social platform out there!).I have prioritized three social media platforms

for our

Program: Intel Open Port IT community, LinkedIn, and Twitter. I recommend these same platforms

to our IT SMEs, plus they can engage on their own in LinkedIn Groups or other communities relevant

to their domain area of expertise. We don’t limit their participation in any way. In fact, Intel CISO,

Malcolm Harkins suggests we embrace social media and social computing to reduce risk. So we

embrace it.

To help get our IT SMEs started, I provide a Do It Yourself (DIY) guide with the link to the required

Intel Corporate Social Media training course and tips on how to set up their profiles on Intel Open

Port IT Community, LinkedIn, and Twitter. Once they complete the training, here’s the standard

getting started advice I provide:

LinkedIn

Connect with your Intel IT peers.
Post regular Status updates (these go to your connections) from your LinkedIn Home page.
Join the Intel IT Center Group and share interesting links or comment on discussions.

Open Port IT

Register for Open Port IT – let Kelli know, so she can give you blogging rights.
Build your profile with photo/bio.
Start blogging (it’s moderated).
Share URL of your blog through LinkedIn Status update on your Home Page.

Twitter

Register for Twitter (use your full name).
Build your profile with photo (include link to www.intel.com/IT).
Follow @IntelITS, @KimSStevenson and your colleagues.
Watch and learn…tweet when you are ready.

I advise them: observe for a while, then start participating when you are ready and on the platforms

that suit them the most. I share that it’s better to use one or two social platforms well, than three

half-heartedly. Our Intel IT SMEs – especially those just getting started – tell me they really like our IT

community Intel Open Port IT. We have had more than 60 blogs posted by our Intel IT SMEs in 2012

(to date). There’s a huge variety of best practices they are sharing. You can join Intel IT Open Port

community to comment on their blogs and discuss these topics – or start your own discussion.

But getting started is never enough. Not at Intel anyway!

How to be more effective?

I am feeling pretty good about getting IT SMEs ramped up, but I need to help these dedicated and busy

IT SMEs build their expert voice to become true influencers in the IT industry. I’m working on a small pilot

program with a few Intel IT SMEs to create a game plan for them. This is to make sure the time and effort

they put in is going to pay off. The pilot program is called “IT Social Heroes.”

I’m meeting with one Social Hero, who is a cyber-threat SME, and the IT@Intel content manager he

collaborates with on white papers later today to discuss what specific cyber-threat-related topic he wants

to build his “social” voice around.

Working with our IT SMEs and the IT@Intel team is a part of my job I truly love.

I will let you know what I learn from this humble Intel IT Social Heroes pilot. And in the meantime, look

for some new blogs on cyber-threats in the near future!

Kelli Gizzi (@kelligizzi)

#IntelIT