O case IBM 2011
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O documento discute as estratégias e iniciativas da IBM para social business, incluindo redes sociais internas como My developerWorks e InnovationJam para promover a colaboração, compartilhamento de conhecimento e inovação entre funcionários, clientes e parceiros. A IBM monitora métricas como volume de conversação, engajamento e distribuição de conteúdo para medir o impacto dessas iniciativas sociais nos objetivos de negócio.
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O case IBM 2011
- 1. Social Business O que a IBM está fazendo?
- 2. Vamos por partes... Parte 1
- 3. “ Para entender uma situação desconhecida, lançamos mão de elementos conhecidos, e por causa disso não conseguimos entendê-la.” Marcel Proust
- 4. “ Muitas empresas estão morrendo não porque façam coisas erradas, mas porque elas continuam fazendo a coisa certa por um tempo longo demais” Prof. Yves Doz, do Insead, França
- 10. A evolução da internet Web 3D Web 1.0 Web 2.0 Paginas informativas com texto e gráficos Usuários gerando conteúdo, blogs, wikis, mashups visando compartilhar Ambiente altamente social, criado pelo usuário Conteúdo Acesso Participar Busca Colaborar Co-Criação Comunicação, RH, Compras, Marketing, Treinamento Colaboração, Treinamento , Marketing Desenvolvimento de Produtos/ Serviços, Otimização do Trabalho, Educação, Comunidades Tecnologia Colaboração Pessoas Negócios
- 11. Evolução das comunidades Comunidade 0.0 (Limitada pela geografia) Comunidade 1.0 (Web interface) Comunidade 2.0 (Social computing)
- 12. “ Zuckerberg é parte da última geração de seres humanos que se lembrarão da vida 'antes da Internet'... Ele nasceu em 1984...” Leia mais em: http://www.time.com/time/specials/packages/article/0,28804,2036683_2037183_2037185,00.html #ixzz1KarA5r4k
- 13. Entenda Sociologia, e não tecnologia Influência das mídias sociais no comportamento da sociedade. Estão mudando a lógica do poder na sociedade atual. Já não se pode fazer política, por exemplo, se não se levar em conta a crescente autonomia e dinamismo da sociedade, desintermediando os meios tradicionais de comunicação.
- 15. Vamos por partes... Parte 2
- 16. Uma Rede Social tem 3 elementos principais Quando combinados, geram valor 2. Interações 3. Número de Participantes 3 Elementos de Valor 1. Contribuições Redes Sociais de sucesso exploram estes 3 elementos você você você você você você você você eu
- 17. Na maioria das empresas, a maneira de controlar as pessoas se dá por meio de rigorosas descrições de cargo, de uma rede de processos e protocolos, de fortes relações de supervisão e hierarquia. É um modelo organizacional quase idêntico ao que foi aplicado na construção das pirâmides do Egito, totalmente fora de sintonia com a sociedade, que tende à tribo, ao networking - Gary Hamel
- 18. Redes Sociais: Muito além do Organograma Source: Cross, R., Parker, A., Prusak, L. & Borgatti, S.P. 2001. Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks. OrganizatiSNAl Dynamics 30(2): 100-120. [pdf]
- 19. Identificar o papel que cada indivíduo exerce no fluxo de informações de uma empresa ajuda a entender a efetividade de uma rede Marketing Finanças Manufatura Andy Bob Carl Darren Earl Frank Indojit Gerry Harry Jeff Paulo Karen Leo Ming Neo
- 20. Organizações em risco: O que acontece se o Paulo sair ? Bob Marketing Finance Manufacturing Andy Carl Darren Earl Frank Indojit Gerry Harry Jeff Karen Leo Ming Neo
- 21. Vamos por partes... Parte 3
- 22. Transformando a IBM em uma “aldeia global”...
- 23. Progamas de Inovação trazem valor para o negócio Incubar, prototipar e validar Implementar, Levar para o mercado Idéias Academia Empregados Clientes Parceiros IBM Research First-of-a-Kind Global Technology Outlook Mobilizar e Colaborar Technology Adoption Program
- 24. Jams se tornaram uma parte integral da estratégia IBM 6,046 posts 9,337 posts 32,662 posts WorldJam2001 ValuesJam WorldJam2004 Uma nova plataforma de colaboração para capturar melhores práticas para 10 problemas da IBM. Uma profunda exploração dos valores e crenças da IBM, na visão dos seus funcionários Um foco pragmático em soluções para crescimento, inovação e em como tornar “vivos” os valores da IBM 268,233 views 1,016,763 views 2,378,992 views 3,000,000+ views 37,000+ posts InnovationJam2006 Uma discussão aberta entre IBMistas, familiares e clientes em como combinar as tecnologias IBM para criar novos mercados
- 34. Obrigado! Flávio Mendes IBM Latin America Portal and Social Business Tiger Team Leader Rio de Janeiro - Brasil Tel 55 21 9999-9559 Email: [email_address] Blog: fgfmendes.blogspot.com
Notes de l'éditeur
- As communication is mediated by technology, more people can work effectively at a distance, and some even feel a “sense of community” Collaboration within communities is an important aspect of why we form communities. Initial communities (0.0) characterized by geographic co-location Current age (1.0) characterized by interaction of individuals, over the Web, with a server The emerging community 2.0 will be characterized by the interaction of people with people over the Web. Communities have been evolving in their “degree of digitization”, as shown by the arrows. Not all segments are equally evolved (can draw with the end points of arrows at somewhat different points in the spectrum) It might even be interesting to note that "old" technology like MMOGs is probably pretty far along the spectrum, while most collaboration software is not. ----------- RCS The Revision Control System (RCS) manages multiple revisions of files. RCS automates the storing, retrieval, logging, identification, and merging of revisions. RCS is useful for text that is revised frequently, including source code, programs, documentation, graphics, papers, and form letters. RCS was first developed by Walter Tichy at Purdue University in the early 1980s. RCS design was an improvement from its predecessor Source Code Control System (SCCS) (see GNU CSSC). The improvements include an easier user interface and improved storage of versions for faster retrieval. RCS improves performance by storing an entire copy of the most recent version and then stores reverse differences (called "deltas"). RCS uses GNU Diffutils to find the differences between versions. Source Forge SourceForge is a collaborative software development management system. SourceForge is proprietary software and is sold by VA Software. It provides a front-end to a range of software development lifecycle services and integrates with a number of open source applications (such as PostgreSQL and Subversion). SourceForge.net is a centralized location for software developers to control and manage open source software development, and acts as a source code repository. SourceForge.net is hosted by VA Software and runs a version of the SourceForge software. A large number of open source projects are hosted on the site (it had reached 125,090 projects and 1,352,225 registered users as of July 2006), although it does contain many dormant or single-user projects. The SourceForge software, which was originally itself open source software was commercialized by a closed-source license. The latest available version of SourceForge, version 2.5 from the CVS repository, was forked by the GNU project as Savane. It was also later forked as GForge by one of the SourceForge programmers. SubVersion Subversion is an open source application for revision control. Also commonly referred to as svn or SVN, Subversion is designed specifically to be a modern replacement for CVS and shares a number of the same key developers. Projects using Subversion include the Apache Software Foundation, KDE, GCC, Python, Samba, Mono, PuTTY, Zope, Xiph, GnuPG, CUPS, Wireshark, TWiki, Ruby on Rails, Django, Bioconductor and many others. Many projects have migrated to Subversion due to the comprehensive project management solution Trac, which originally required Subversion. SourceForge now also provides Subversion hosting for its open source projects, and the new Google Code uses it exclusively.
- A social network has three requisite elements that, when combined, deliver network value and can help drive business results Three elements of a successful social network : Contributions (e.g. ideas, tags, content). Social network contributions are part of a barter system – both sides have to see value in order for the transaction to occur Interaction Participants The Social Insights Practice is based on helping clients leverage social networks in order to achieve their business objectives
- Social Networks get at the underlying relationships These relationships reveal – fragility of organizations, are people in the right roles, is the group positioned for growth/innovation, Revealed through SNA What can we do about it Sample projects -
- InnovationJam InnovationJam is another tool we created inside IBM to drive new-idea creation in an open, collaborative, global forum. Conducted last Fall, this unprecedented experiment attracted more than 150,000 people from 104 countries, to explore exciting new technologies in the pipeline. IBMers, family, clients and many Business Partners discussed how to combine new technologies and real world insights to create market opportunities.
- SWG Web Presence 1.0 Brand Update August 27, 2004 IBM Confidential Listen and Learn: This is all about monitoring what influencers and other stakeholders are saying about the topics that matter to você and using the information collected to modify vocêr strategies and programs. By monitoring the conversations, você can test different social media tactics and learn what works. Build Relationships: você can engage in conversations with key influencers in order to build relationships and turn those influencers into advocates for vocêr brand. Improve Reputation: Perhaps você just want to improve how others think about vocêr company, it's products/services or some major issue vocêr company stands for. Here você are building awareness for vocêr organization's brand or issues that brand stands for. By doing so, você can increase vocêr company's authority relating to those key topics and issues. Content Generation: Social media can be used effectively to encourage stakeholders to create content about vocêr organization or it's products/services, share that content with others, and engage others to participate in conversations about that content (word of mouth). Search Engine Optimization: Social media tactics can be used to drive traffic to vocêr web site by improving search engine results. Customer / Partner Support: Many companies are finding that by using social media tools, they can improve the level of customer support and drive higher levels of customer satisfaction.. Idea Generation: One of the amazing benefits of social media is crowdsourcing. Social media is a great way to gather ideas from customers and other stakeholders on how to improve products and services. Taking Action: você can use social media tactics to get vocêr customers to take some type of action.