Inv310 agility-through-standards-socialbiz -2012016a
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Lessons Learned: Business agility through standards & social business
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Inv310 agility-through-standards-socialbiz -2012016a
- 1. INV310 Lessons Learned: Business agility through standards & social business Dr. Angel Luis Diaz | Vice President of Software Standards & Cloud | IBM Software Group
- 2. React with agility to competitive landscape Execute with reduced risk & cost Achieve desired business outcomes * Source: IBM CEO Study 80% Manage business transformation 64% 54% Businesses globally are facing an unparalleled rate of change of CEOs anticipate turbulent change & bold moves React to rapid market shifts Proactively address changing regulatory mandates of CIOs are expected to work with business executives to drive innovation & manage change IT budgets were spent on ongoing operations and maintenance costs, limiting investments in innovation Differentiate their products and services Enable business flexibility
- 3. Social business is changing the economics of IT & speeding the delivery of innovative solutions BizTrinity Deliver IT without boundaries Improve the speed, agility and dexterity of business Develop new business value in real time Extend meaningful interaction to a wider range of stakeholders . Standardization, normalization, and reduction of unnecessary complexity
- 4. SBbenes * Source: IDC, "The State of Social Software in 2010: End User Adoption and Market Opportunity," Doc.# 225666, Nov 2010. 82% 70% 69% Socially engaged orgs seek to improve their connection with customers, employees & partners Benefits Sought from Social Business * Source: IBM CEO Study of CEOs think clients want organizations to better understand their needs of CEOs anticipate clients are looking for new or different services of CEOs predict that clients expect increased collaboration & info sharing
- 7. Why open social business? Standards allow enterprises to manage change across market evolution cycles Social business builds on and leverages the standards which preceded this market cycle http://t0.gstatic.com/images?q=tbn:ANd9GcTEDndh5SvGv_OiRhsbC8b-2mAx6_RxrunAb6-SyBNjs3dkwkRo arrowBuild_03 HTTP, HTML, WSFL, XLANG, REST… SOA Governance Framework, SOA Reference Architecture, … Java, Java EE, XML, XML Schema, SOAP, WSDL, UML, Web2.0, ... Web Services, SCA, BPEL, SAML, XACML … BPMN, SBVR, RIF, … Open Virtualization Format, Cloud Management, Cloud Audit, Reference Architecture, Cloud Standards Customer Council… Open Social, HTML 5, CMIS, OpenAjax, OAuth, … arrowBuild_01 soa thing.png soa thing.png Disk_AI_Overlay_Graphic Disk_CI_Hole ColorFinals_02 Disk_BS_hole Disk_SOA_Topper BusinessOutcomesWhite Dawn of Worldwide Web Rise of the Application Server Business Agility Advent of Cloud Service Orientation SOA Architecture Social Business MCj04325910000[1] MCj04325910000[1]
- 9. OR OR OR Open standards: Invention? or Reinvention? Or is it somewhere in between…? IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy reinventing standards using existing standards vendor-driven standards customer-driven standards proprietary social business tech interoperable social business tech
- 10. A smarter approach to standards development Innovative Open standards for social business: Invention/Reinvention? Social business changes the economics of IT & requires a rethinking of how we engage in standards development Practical Business success is not theoretical. Practical social business is grass roots, plain and simple. It involves leveraging real world implementations of standards & open source User-driven Members of the W3C Social Business Community are creating a cross-industry view for social business use cases & areas of social standards improvements Architectural Standards allow enterprises to manage change across market evolution cycles extending the value of customers’ services based architectures and investments IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy
- 27. Keys to success Keys to Success Establish executive support Address organization change mgmt. Adopt open standards Develop Service Level Agreement Address federated governance Rationalize security and privacy Address legal & regulatory requirement Define metrics and process for measuring impact http://upload.wikimedia.org/wikipedia/commons/thumb/6/65/Crypto_key.svg/671px-Crypto_key.svg.png
- 28. The value of the social business is in what it can do for The University of London LOW HIGH Efficient Effective Replicate React Anticipate think Creatively Differentiate act Predictively Logistically Strategically LOW HIGH Incremental Change – evolution vs. revolution
- 29. Pop quiz: What are your lessons learned? Hikers
- 31. IBM Social Business Platform IBM introduces the only secure, compliant, and scalable Social Business Platform, powered by analytics, that helps clients to rebuild processes IBM's first purpose-built application for social media analytics, leveraging IBM’s leading research and software-based assets and its rich Business Analytics user experience Cognos Customer Insight IBM enables companies to deliver exceptional web experiences to better engage and interact with their customers over the web. V.8 will include ortal 8, Connections 4, Enhanced SEO support, analytics overlays, Forms and Mobile Portal Accelerator modules IBM Customer Experience Suite Infinite scalability to social networking content with all of the compliance controls required. Connect people and expertise with content to drive business value. Manage social content by connecting it to the right people for significant business value. Successful organizations collaborate, deliver, manage and govern content in context. ECM for Social Business Social business in the cloud enables clients to pair business transformation with the economic benefits of cloud. The offering will include LotusLive capabilities and a platform for third-party apps. IBM SmartCloud for Social Business Key to this new release of Notes/Domino Social Edition, embedded experiences that are based on the Open Social 2.0 standard provide in-context active content. Notes/Domino Social Edition Social business platform with a rich set of integrated, secure, scalable collaboration & social software apps. This platform allows customers, partners & employees to discover expertise, share content & collaborate with communities & subject matter expert across a social business. Connections 4.0
- 33. Domino blueArrows compassRose connections_logo IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy Notes lotuslive slumberland-logo asianpaints basf bloomberg brunswick chb Genworth hearst-corporation-logo2 Henkel kraft logo_tdbank logo-cemex-tagline logos1s main_logo_03 MEMC omron_logo pepsico prudential quicknav_logo redbull IBM Social Business is enabling customers globally slide 21
- 35. 5300_IBM_Black
Notes de l'éditeur
- In Mobile - Application support was the number one concern, followed by security and network access for using mobile devices in the workplace. Tim Berners-Lee was concerned with connectivity to the person, as he posted "Maybe it isn't so much connectivity to the net, but to the person? You can build mobile apps which more or less can assume that the person is always there. So a mobile app can demand more of you -- response to incoming events. Being able to track a person's position (and things) is very different from having access to it just when they load a map." Perhaps it speaks to the point that the transition to mobile devices is still early from a business software point of view. Tim prodded the JAM on application a little further with "What is is that as a users we feel we should be getting from our portable devices and we are not? Sometimes an app takes us by surprise, like with real-time bus data, or turning on the camera light as a flashlight, but sometimes we react, well, of course, it should have had that all along! What things should these gadgets be doing to make our lives -- especially our collaborative business lives -- better? " Metrics was a lively topic. With many interesting threads that pointed out the value of metrics and new ways to think about and apply them. Lee Aase from the Mayo Clinic joined in from Sydney where he was attending a social technologies conference and reminded the JAM that even old dogs are learning new tricks when it comes to Social Business. Lee posted, It's the stories that count - "With older employees particularly, but even as a general rule, we have seen that stories and practical examples of social tools producing concrete results are the key to building interest in engaging. In the health care field it all comes down to "What is the benefit for patients?" and as we share those examples we see "Eureka!" moments in many staff members." Seamless Integration of Social was a topic where Jammers explored the breadth of where Social technologies could go especially the marketplace. Doc Searls was our VIP guest who focused here and posted " My point: most of what we call "social" is corporate and paid for by advertising. Its marketplace is the one for data we shed. Meanwhile the real marketplace where we live and work and shop is largely ignored. We should be improving that one. (Something I've been working on for five years through ProjectVRM at Harvard's Berkman Center." Business Process meets Social got into the heart of that matter with various participants commenting on how the two areas had not come together. Dion Hinchcliffe from Dachis Group helped move the discussion along in this area and provide insights. He posted "I had a fascinating talk recently with one of my colleagues working on large-scale collab in financial services. He's finding that the mode of work and type of user makes a big difference. More senior people need to be able to do short social comments in e-mail while knowledge workers and line staff want to work inside a more capable, dedicated social tool. By connecting the two conversations and aggregating them in one place, he can satisfy quick collab via e-mail and sustained and better integrated social experiences for those that need them, all in one social activity stream. " and Nigel Fenwick from Forrester responded, "I often find the topic of integration to the workflow is one that becomes the foundation of discussions around developing Social Business Strategy. When implementing collaboration technologies, some people attempt to force a change in behavior by moving content away from email and onto a social intranet - while this approach has the advantage of encouraging engagement it also disenfranchises anyone not yet comfortable with the social technologies or who perceive them as taking too much time. I prefer a hybrid approach: one where existing communications channels become part of social interactions. Email is a social technology and we need to think about how to embed it and use it for what it does very well - asynchronous communications. By embedding email as a core part of social strategy we can rethink how to allow people to engage in conversations on social platforms via email. When we do this we open more people up to social conversations. For example, senior executives may find it much easier to respond to a question posted on a discussion thread using their mobile email platform - allowing this brings them into the discussion and makes the collaboration more worthwhile for all. For this reason I suggest every workplace social strategy must include a clear roadmap for allowing interaction across multiple platforms, both online and offline, and include the ability to engage via email. " Identity Management for Social touched on sharing, control and security in the Social environment. The hottest topic was started by the W3C's Harry Halpin when he asked about "interest in standards around identity!". Our JAM Host , Mike Donalson from Ping Identity offered this information about levels of security , " We are working with a number of businesses that are doing exactly this. Most are using social networking support to make it as easy as possible for users to access basic functionality on their site. However, once the user wants to do something where more security is desired/required, they ask the user to "step up" to a more secure account and/or authentication method." Information management looked at the problems around the flood of data that users now deal with. The term Information Management is a W3C term and somewhat equivalent to attention management. Ed Krebs from Ford was a host and active participant in this discussion along with our own Charlie Hill. Ed offered some thoughts around getting at information in an activity stream with, "Borrowing from the advances in Search, would we envision that the activity stream system provide an easy way to cluster similar topics? For example, in some search tools you'll see a link "more like this?". Perhaps you are suggesting that the system help us see messages together, at least as an option, based on a variety of blending algorithms. I like the idea that something like this gives us a business decision based approach."
- University of London Our vision is of a world in which a life‐changing high quality university education is available to all who will benefit. Our mission is to provide worldwide access to the internationally‐renowned programmes and awards of the University of London and its Colleges. By 2012 we aim to ... Broaden access to our programmes ... Enhance the learning experience and achievement of our students ... Establish and reinforce strong collaborative relationships ... Proactively plan and manage our sustained growth. The challenge: Modernize the university’s outdated & inefficient IT systems to provide learning services & community resources for over 41,000 distance learning students, educators & administrators. The solution: Extend existing university systems & improve IT infrastructure to provide online learning environments, email, and administrative support to every student via a simple Web interface. Improvements will be based on SITS:Vision educational software & IBM Lotus software, unified through Websphere Portal, to provide: Identity & Access Management Business Integration & Personalisation Profile & Security Management Student Email Student Networking Web Content Management The benefits: Students will be able to access email, collaboration tools, educational resources & administrative materials instantly, anywhere in the world – facilitating distance learning & reducing paperwork. Additionally, the solution is expected to save £300,000 annually & improve IT management efficiency.
- Advocates for the project included the university’s COO, directors for the university’s distance program & IT managers The university chose its project team carefully, selecting administrators & professors from each college; IT & support staff from the core organization & even student representatives Advised by an IBM Partner, the university established 5-phase plan that would roll out new services over several years The initial phase of the project extended existing systems with services like Single-Sign-On, identity & access management & basic social tools through a portal Subsequent phases would be used to transfer data & function to replacement systems, while further extending both core & social functionality CASE STUDY SLIDE IN BACKUP
- Advocates for the project included the university’s COO, directors for the university’s distance program & IT managers The university chose its project team carefully, selecting administrators & professors from each college; IT & support staff from the core organization & even student representatives Advised by an IBM Partner, the university established 5-phase plan that would roll out new services over several years The initial phase of the project extended existing systems with services like Single-Sign-On, identity & access management & basic social tools through a portal Subsequent phases would be used to transfer data & function to replacement systems, while further extending both core & social functionality CASE STUDY SLIDE IN BACKUP
- Advocates for the project included the university’s COO, directors for the university’s distance program & IT managers The university chose its project team carefully, selecting administrators & professors from each college; IT & support staff from the core organization & even student representatives Advised by an IBM Partner, the university established 5-phase plan that would roll out new services over several years The initial phase of the project extended existing systems with services like Single-Sign-On, identity & access management & basic social tools through a portal Subsequent phases would be used to transfer data & function to replacement systems, while further extending both core & social functionality CASE STUDY SLIDE IN BACKUP