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The Power of Social Collaboration, BGS2012, Sofia, Oscal Laufer
- 1. Enterprise Social Collaboration
Why Now, the Benefits, and Real Examples
Oskar Laufer | Portal & Social Leader, IBM Collaboration Solutions CEE
oskar.laufer@at.ibm.com
Sofia, March 13, 2012
©2012 IBM Corporation
- 3. Agenda
● Social Collaboration – why now
● The benefits
● How to get started – real examples
© 2012 IBM Corporation 3
- 4. Traditional roles and processes across the business network
are evolving, forever changing the way organizations operate
Employees Customers Partners
self-forming teams around leading the conversations becoming on-demand
fast moving opportunities that define brands extensions of the enterprise
As barriers between people disappear, organizations are learning to tap into
collective intelligence, advocacy, and distributed talent to drive business results.
© 2012 IBM Corporation 4
© 2011 IBM Corporation
- 5. Knowledge work has changed
●
Work has become increasingly collaborative
●
Decision making is increasingly social (“group think”)
●
Knowledge Management is back!
●
The volume of information is staggering and growing rapidly
●
This information is critical to decision-making but it competes for time!
The tools we employ must reflect the changing nature of our work
© 2012 IBM Corporation 5
- 6. Workforce demographics have changed
Traditionalists Boomers Gen X Millenials
Born 1922 – 1945 1946 – 1964 1965 – 1980 1980 – 2000
http://www.generations.com
Training The hard way Too much and I’ll Required to keep me Continuous and
leave expected
Learning style Classroom Facilitated “By
Independent 2014, 50 percent of all
Social and
networked
employed people will be
Communication style Top-down Guarded Hub and spoke Collaborative
Millennials”
Source: Millennials: 50% of Workforce
Problem-solving Hierarchical Horizontal Independent Collaborative
by 2014 February 2011
Decision-making Seeks approval Team informed Team included Team decided
Source: Lancaster & Stillma (2003) & Stillman
Leadership style Command and Get out of the way Coach Partner
control
No news is good Once per year Weekly/Daily On Demand
Source: Lancaster
Feedback
news
Technology use Uncomfortable Unsure Unable to work Unfathomable if not
without it provided
Job changes Unwise Sets me back Necessary Part of my daily routine
Purpose-built Social Collaboration tools are key to leveraging such ©a workforce
2012 IBM Corporation 6
- 8. Intranet 2.0 Concept: Network Invitations & Social
Analytics (“Do You Know?”)
© 2012 IBM Corporation 8
- 14. Essence of an expert
Who are you?
Profiles: contact, organization information, your colleagues,
expertise, interests, affiliation and contributions
Designs subject to change
© 2012 IBM Corporation 14
- 16. Agenda
● Social Collaboration – why now
● The benefits
● How to get started – real examples
© 2012 IBM Corporation 16
- 17. Essence of an expert - continued
What are you reading and sharing? What do you find valuable?
Bookmarks, tagging, blogs, wikis, files, microblogs and status updates
Designs subject to change
© 2012 IBM Corporation 17
- 18. Essence of an expert – continued
How do you get your work done?
Communities, Activities, Files What are your interests, who do
you collaborate with and what do
you want to keep up to date
with?
Your association with Groups of people
who share the common interest or work
objective
Designs subject to change
© 2012 IBM Corporation 18
- 19. Gaining insight / discovery
The people you
may want to know
Resources that you may
“Do you know” widget
want to be aware of
identifies people who
may have common Community, Bookmark, Document
interests and objectives and Wikis that may be helpful to you
Designs subject to change
© 2012 IBM Corporation 19
- 20. Gaining insight / discovery - continued
Better insight when forming and expanding your network
How are you related to any given individual?
Designs subject to change
© 2012 IBM Corporation 20
- 21. Gaining insight / discovery - continued
Find what you are looking for
Finding the right information, the right people when you need it
Designs subject to change
© 2012 IBM Corporation 21
- 22. Social “enabled” business applications / tools
Stay Connected in
your Mail application
Easy access to experts,
key documents, stay
current with what is
happening in your network,
initiate and work on
collaborative tasks
Designs subject to change
© 2012 IBM Corporation 22
- 23. Social “enabled” business applications / tools - continued
Mobilize team / crowd
Collaborate on a set of objectives and insights, find the right experts and drive actions
Designs subject to change © 2012 IBM Corporation 23
- 24. Social “enabled” business applications / tools - continued
“Socialize your web sites” – internally or externally
Promote experts, engage with your audiences, harness ideas, build
communities, drive discussions, and get answers
© 2012 IBM Corporation 24
- 26. More on Design Principles
Moving from sending to sharing Optimized Mobile Access
Designs subject to change
© 2012 IBM Corporation 26
- 27. Flexibility of deployment options
Support a large set of system platforms and deployment options
In the cloud ...
Hybrid ...
Deploy on site ...
© 2012 IBM Corporation 27
- 28. Agenda
● Social Collaboration – why now
● The benefits
● How to get started – real examples
© 2012 IBM Corporation 28
- 29. The Social Business is changing the way we work
Customer Care and Insight Product & Service
Innovation
● Social Media Monitoring/Analytics ● Ideation, Jams
● 11 out of top 50 brands are using social ● 44% of F200 executives report using
media as a sustainable tool for crowd-sourcing to improve corporate
marketing3 responsibility; 95% feel it has benefits4
Governance/Risk/Compliance
Workforce Optimization
● Expertise Location, Talent clouds
●
Clients seeking advice and solutions
● 89% recruit from social networks1 and 55%
● 51% of companies permit employees to
are planning to invest more in social use social media for business
recruiting1 purposes, up from 19% in 20095
● 42% of LE's spend on informal learning2
1 Jobvite Social Recruiting Survey, 2011
2 Bersin & Associates, 2011, Corporate Spending on Social Learning
3 BrandZ most valuable brands, 2011, Kuliza analysis
4 Weber Shandwick/KRC Research Study, October 2010, 216 IBMexecutives
© 2012 F200 Corporation 29
5 Robert Half Technology Group, 1400 CIOs, August 2011
- 30. IBM Connections
Profiles Home page
Find the people you need See what's happening across your
social network
Communities
Work with people who share Social Analytics
common roles and expertise Discover who and what you don’t know
via recommendations
Files
Post, share, and discover documents, Micro-blogging
presentations, images, and more Reach out for help your social network
Wikis
Create web content together Bookmarks
Save, share, and discover bookmarks
Activities
Organize your work and tap your Blogs
professional network Present your own ideas, and learn
from others
Forums Ideation Blogs
Exchange ideas with, and benefit from Create ideas and leverage the crowd to
the expertise of others develop them
Media Gallery Document Libraries
Add sizzle by sharing rich media like Photos Securely manage and collaborate on
and Videos business documents
© 2012 IBM Corporation 30
© 2011 IBM Corporation
- 31. Document Management goes Social
● Goals are to;
seamlessly integrate
traditional document
libraries capability into
Connections
Communities
Seamless access to
document functions
and awareness of
changes through
Connections News Social Document
management content
stream embedded experience
Searchable and
discoverable via
Connections Social
Discovery and
Analytic Service Notification of an update
residing within Social
Document Management
Designs subject to change © 2012 IBM Corporation 31
© 2011 IBM Corporation
- 32. Document Management goes Social
● Goal to include “social” features for content stored within Document
libraries such as;
Tagging
Recommending
Commenting
Download Count
Designs subject to change © 2012 IBM Corporation 32
© 2011 IBM Corporation
- 33. IBM is packaging people centric process integration
Collaborative
Decisioning
Smarter Commerce Cognos 10 + Connections Advanced Case
Sterling Commerce, Core metrics, Unica, Management
Custmer Expereince suite,Cognos FileNet + Connections
Consumer Insight, IBM Case Manager Case Manager + Sametime
Community Insights Social Augmented BPM
Cognos Consumer Insight + Lombardi /
Connections; Cognos BI + WebSphere Process Server +
Connections (planned) Connections (planned)
Social enhanced Social Software
Engineering
Governance Rational Jazz + Connections
Tivoli directory, identity, and + Sametime
security mgmt. products +
Connections + LotusLive
Social Information
Management
Social Application DB2 products + Cognos +
Middleware Connections, etc.
WebSphere products + Cognos +
Connections, etc.
© 2012 IBM Corporation 33
- 34. Access And more ...
Points
Services could include; Mail, presence Services could include; web document Services could include; real-time
awareness, meetings, collaborative editing, collaborative authoring, shared sentiment analysis, web analytics,
Social document editing, & more. files / folders & more. smart filtering & more.
business
capabilities
Delivery
models
© 2012 IBM Corporation 34
© 2011 IBM Corporation
- 35. How IBM is investing for your success
Content Social Analytics Mobile
Integration
© 2012 IBM Corporation 35
- 36. Engaging and Exceptional....
Here NOW with Social Business
Engaging &
Responsive
Interactive
Social
Business
Read only
Web / User
Optimizing Proliferation
Web B2-All
Experience
Internet / Web
Self-Service B2E / B2B
B2E / B2B
B2C Employees Customers
Business Web
Internal Emergence B2C
Enterprise
Application, B2E / B2B
Information &
Content Sprawl
Partners
B2E
© 2012 IBM Corporation 36
- 37. Smart Portals: Best-of-Breed Web Experience & Market-
leading Social Software
'Smart' or 'Social' Portal
Integrated
WCM Social Applications
© 2012 IBM Corporation 37
- 38. Web Experience capabilities deliver engaging
experiences that are social, mobile, integrated
Available Now
Personalized Video
Experts Content
Communities Mobile
Analytics
Content
Management
© 2012 IBM Corporation 38
- 39. Exceptional Web Experiences Recognized
King Faisal Specialist Hospital Finnair – Customer Site
2011 best electronic content web site in the Kingdom of Saudi 2010 WEBAWARD - Web Marketing Association (Airline
Arabia, selected by Ministry of Communication Standard of Excellence)
CareFirst BlueCross BlueShield – Member Portal Boston Medical Center – Patient Site
2011 WEBAWARD – Web Marketing Association (Outstanding 2010 WEBAWARD - Web Marketing Association
Website) (Outstanding Website)
US Tennis Association – US Open Site US Tennis Association – US Open Site
2011 WEBAWARD – Web Marketing Association (Best Sports 2010 Webby Award Nominee – Event Site (Finalist)
Website - Winner)
Cars.com – Customer Site
RBC Royal Bank – Online Banking Site 2010 WEBAWARD - Web Marketing Association
2011 Best Consumer Internet Bank in Canada - Global Finance (Automobile Standard of Excellence)
Magazine (Winner)
Brocade Communications – B2B Site
AMP Limited – Employee Intranet 2010 WEBAWARD - Web Marketing Association (B2B &
2011 Intranet Design Award, Nelson Norman Group (Winner) Technology Standard of Excellence)
BMO Financial Group – Online Business Banking International Enterprise Singapore – G2B Site
2011 CIO 100 – CIO Magazine (Winner) 2010 WEBAWARD - Web Marketing Association
(Government Standard of Excellence)
Dubai Government – eGovernment Site
2011 Middle East eGovernment and eServices Excellence Tyco International – B2B Site
Award – Best eGovernment Portal (Winner) 2010 WEBAWARD - Web Marketing Association (B2B
Standard of Excellence)
Qatar National Government – eGovernment Site
2011 World Summit Award – Arab e-Content Award (Winner) AMP Limited – Employee Intranet
2010 Intranet Innovation Award, Step two Designs (Gold
Lufthansa – Customer Site award: Communication & Collaboration)
2010 WEBAWARD - Web Marketing Association (Best Airline
Website) Omron Europe – Employee Intranet
2010 Intranet Innovation Award, Step two Designs (Gold
award: Frontline Delivery)
RBC Royal Bank – Online Banking Site
2010 Surviscor’s Online Banking scorCard (Winner)
© 2012 IBM Corporation 39
- 40. Sponsoring executives will typically request ROI:
Primary Goals Client ROI References*
SVP Sales
Increased quality sales time by 5% = Increase profit $250M
Increase revenue Faster integration of acquisitions by 1 month = $27M profit increase
Faster new seller on-boarding by 1 month = $27M profit increase
CMO
Increasecustomer interactions by 15% = $18M revenue growth
Increase pipeline and Increaseincoming call cross-sell by 5% = $4.3 increased profit
conversion Lower campaign expenses by 20% - $2M cost reductions
SVP Customer Service
Reduced support time 5% = $4.3 M increased profit
Improve customer service Faster time to revenue new customers (-30 days)
levels Electronic support reduces mail costs $ 1 M
SVP R&D
Increase innovation pipe Increasednew product pipeline yield by 5%
and reduce time to market 10% reduced of overlapping projects = $33 M savings
SVP HR Faster on-boarding & M&A = 10% lower cost
Increase employee Reduced new employee training costs 15%
engagement and retention Compressed employee communications time = $2M
Virtual teamwork reduces travel frees $8M
*as projected by© 2012 IBM Corporation
IBM BVA client 40
40 Social Business ROI
- 41. Social Business in Action
Human Resources ROI at UtilityCo
Background
• U.S. electric utilities provider (14M customers)
• Business challenge: “Roll out new grid, while continuing to lower costs”
Return on Investment
Business Initiatives Pain Point Social Business Benefits
Build organizational skill for • Expertise of retiring workforce is being lost ● Communities collect best practices and facilitate
future technologies ( >40% in 7 years ) professional relationships to spread knowledge,
• experiences, successes/failures
Poor communication and mentoring
yielded high turnover (15%) of new talent ● Significantly improved on-boarding and
focused on Smart Grid programs employee effectiveness = $2M savings
© 2012 IBM Corporation 41
- 42. Social Business in Action
Product Development ROI at CPG-Co
Background
• Global leader in food products
• Business challenge: “Beat competition with more on-target products”
Return on Investment
Business Initiatives Pain Point Social Business Benefits
Increase revenue by • No effective means to create and engage ● Rich communities that match experts to new
responding to markets cross-geography product teams product teams
faster, and with more ● Idea gathering tools to harvest and promote
innovative products promising innovations
● Increase product “hit rate” 5% per year,
$17M - increased revenue
© 2012 IBM Corporation 42
- 43. Social Business in Action
Sales ROI at TechCo
Background
• Global leader in technology and services (400,000 employees)
• Business challenge: “Cut thru the clutter, and kick start sellers”
Return on Investment
Business Initiatives Pain Points Social Business Benefits
Optimize sales • Sellers burning 15% of total time ● Seller able to easily locate expertise and winning sales
resources navigating across brands and patterns across all resources and artifacts
resources. ● Give sellers 1% more time for high value
customer sales, $200M increased profit
Faster time to sales with • Volume of information and size of ● New sellers guided thru organization and assets with
new employees organization is overwhelming to social communities and mentors
new employees. ● Reduce on-boarding time by 1 month,
$22M - increased profit
© 2012 IBM Corporation 43
- 44. It’s not as difficult as some imagine
© 2012 IBM Corporation 44
- 52. Case study 2 – a big bank in the UK
© 2012 IBM Corporation 52
- 53. Case study 3 – Dutch Tax Office
© 2012 IBM Corporation 53
- 54. Dutch Tax Office – 'ConnectPeople'
● Responsible for tax collection and processing for all tax residents
– individuals and businesses in the Netherlands
● Knowledge intensive government agency, wanting to improve
efficiency, ideation processes and citizen service levels
● IT & CIO Key Project Sponsors, but wide organizational support
● Multiple stand alone and open source point solutions, causing multiple
LoB / department level pain points
● IBM Connections deployment organisation-wide for 35,000 users
across Holland
● Leveraging existing investments – IBM Connections integrated in
MS Sharepoint and Outlook
© 2012 IBM Corporation 54
- 56. Following
an Initiative
Microblogging: Asking for Help
Knowledge
Accident
HR Initiative
Widget
Asking for
Help
© 2012 IBM Corporation 56
- 58. Driving adoption and cultural change within the organization
“Lobby” Marketing: Banners, Flyers, Video Boards
© 2012 IBM Corporation 58
- 60. Challenge #1 – How do you launch?
Standalone branded solution or into
existing infrastructure / identity?
Connect.BASF
© 2012 IBM Corporation 60
- 62. Challenge #2 – Have you published
your Social Computing Guidelines?
© 2012 IBM Corporation 62
- 63. Challenge #3 – Do you have
“Holistic” view of your social
Business
Internal External
© 2012 IBM Corporation 63
- 64. Challenge #4 – Need to take into
consideration CULTURE & GENERATIONAL
differences.
Supporting Open Ideas
• Idea that FAILED the hardest
• Golden Cow Award
Generational differences
• How they collaborate
• Device / Mobile
Understanding “Social Roles”
• Contributor vs. Lurker
• Not everyone has to blog
Flattening The Organization
• Remove barriers
• Speed, Empowered
© 2012 IBM Corporation 64
- 67. Sales – how to apply in a commercial organization
• Drive More “Social”
Selling
• Sales Eminence
• Change the Sales
Process
» Deal Progression
» Expand Territories
» Social Learning
• IBM Software
Community = 52K
members
• Competitive
• Evangelism
© 2012 IBM Corporation 67
- 68. Summary
● IBM continues to lead the market in social and receive accolades from
analysts and customers
● Our Social portfolio continues to transform and deliver capabilities to
support customers in transforming their organizations to Social Businesses
● Start your Social Business journey now and drive greater results using
technologies such as IBM Connections and IBM Lotus Quickr
© 2012 IBM Corporation 68
- 69. Next steps
1) Become a Social employee like Gary said.... (repeating the message
helps! ;-)
2) Contact IBS for a live Connections demo tailored to
your organization!
3) Run a Social Business Agenda Workshop to create a joint strategy
4) Deploy, adopt & reap the benefits!
5) Having active Lotus Notes & Domino, or Websphere Portal
software subscriptions? Then You're Entitled to IBM Connections
Files & Profiles at no additional charge!
Links
● IBM Social Business - http://www.ibm.com/social
● IBM Connections product page - http://www-
01.ibm.com/software/lotus/category/socialsoftware
● IBM Connections live to try and see in action: https://greenhouse.lotus.com (click on
Sign up for a free account)
© 2012 IBM Corporation 69
- 70. Questions
IBM Confidential Until January 31, 2011
© 2012 IBM Corporation 70
- 71. Legal disclaimer
© IBM Corporation 2012. All Rights Reserved.
The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication,
it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice.
IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have
the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.
References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced
in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any
way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other
results.
IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United
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Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.
All references to Greenwell refer to a fictitious company and are used for illustration purposes only.
© 2012 IBM Corporation 71