Invest In Smarter Collaboration Final V2

Invest in Smarter Collaboration
– Early Benefits of Enterprise Social Software

June 2, 2009

© 2009 IBM Corporation

Panel Participants

Jeff Schick Oliver Young Guy Alvarez Markus Bentele Gina Poole
IBM Forrester PLI Rheinmetall AG IBM

Moderator: Jeffrey Schick, VP, Social Software, IBM Software Group

Panelists:

 Oliver Young, Senior Analyst, Forrester Research

 Guy Alvarez, Research Director, Practising Law Institute

 Markus Bentele, CIO, Rheinmetall AG

 Gina Poole, VP, Social Software Programs, IBM Software Group


Agenda

 Introduction
 Interactive Panel Discussion
 Market Insights
 Business Value of Enterprise Social Software
 Best Practices of Implementation
 Summary of Key Discussion Items
 Interactive Audience Q&A
 Conclusion
 Discover Where to Learn More!


Enterprise collaboration has traditionally been
document-centric

Document- People-
Centric Centric

•Excel •Expertise
•Word •Reporting
•Powerpoint structure
•Email •Business
context

5 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Within the Intranet Web 2.0 tools roughly fall
into two major categories:
• Content creation tools • Content access tools
– Wikis – RSS
– Blogs – Podcasting
– Social networking profiles – Social bookmarking
– Podcasting – Mashups
– Widgets
– Rich internet applications
– Social networking

Note: While content creation tools offset the use of other
inefficient applications (email, Word, etc.) content access tools
make existing content more valuable.

One in two firms plans to have at least one
Web 2.0 tool in production in 2009


However, few have a holistic Web 2.0 strategy


As a result most tools will see only moderate
investment


For collaboration, we expect some tools to
outperform others

Note:
When adjusted for
uncertainty, none of the
tools guarantee high
business value today.
While there is a lot of
value to be had, it is still
very dependent on:
•Corporate culture
•Employee training and
responsiveness
•Executive support


At least one in five firms has not measured the
value of its Web 2.0 deployments
“How does your organization generally measure the business value of its Web 2.0 deployments?”

We use traditional
measures such as ROI,
total cost of ownership, or
41%
internal rate of return

We use worker productivity
surveys
27%

We use other measures 18%
Note:
Value is most effectively
We have not measured the shown through anecdotal
business value
22%
evidence and worker
productivity surveys.
Don't know 15%

Base: 262 US IT decision-makers at companies with 500 or more employees invested in Web 2.0 technologies

(multiple responses accepted)

Source: June 2008 US Web 2.0 Online Survey

Major benefits of Web 2.0 tools in the
enterprise for collaboration and productivity
• Efficient collaboration between • Better access to structured
employees information (CRM, ERP, etc.)
– Improved response times to – Enhanced customer service
customer requests management
• Increased transparency into • Decreased email overload
decision making processes – Improved work efficiency
– Better project management
• Increased knowledge retention
• Better access to unstructured and process documentation
information – Better service quality
– Improved knowledge capture
• Collective intelligence gathering
and IP management
– Faster innovation


Enterprise 2.0 tools can be particularly
valuable during a recession
1. Improve worker productivity – Better access to
information will increase the pace at which employees
can get work done
2. Decrease redundancy – Well designed systems will
surface redundant efforts all across the company and
spread best practices
3. Improve time to productivity – New employees will
easier find information and their place in the company,
speeding the time to productivity


IBM has a workforce of over 500,000 – of which
almost 50% are mobile

IBM FACTS

• 350K+ employees
• 200K+ contractors
• 170 countries
• 2,000 locations
• 70+ acquisitions
since 2002
• 50% of employees
have less than 5
years experience

BlueIQ Enterprise social software. Unleash the power of us.

Employees need ….

People Places Things

quot;I need someone to quot;We need a quot;I need to find
explain this to mequot; place to informationquot;
collaboratequot;

Tacit Context Explicit

“BlueIQ” … driving Social Software use in IBM

Identify best practices, use cases and
tools – by role, by task

Make it easy to get started
Share tools, enablement materials, best
practices

Generate “buzz”
Share the vision

Communicate success stories

Tap key influencers as early adopters
Drive change tops down, bottoms
Grassroots evangelism up, sideways….encourage
experimentation

“BlueIQ” Ambassadors Program Overview

 Clinics – “The Doctor Is In”
–help individuals get started
1:1
 “Lunch & Learn” sessions
- teach individuals, teams
and communities how to use
social software
600+ Ambassadors...  “Jumpstart”
engagements -
internal quot;consultingquot; to help
teams identify use cases,
recommend tools and
enablement materials, and
...in 40 Countries capture success stories

Social Software in Action at IBM

Usage
Collaboration 2.0 available to 500K
of us
• Profile: 515k profiles on bluepages;
6.4M+ searches per week
• Communities: 1,800+ online
communities w/147k members and
1M+ messages
Return on Investment
• WikiCentral: 25K+ wikis with 320K+
unique readers • Search satisfaction has increased
by 50% with a productivity driven
• BlogCentral: 62k users; 260k
savings of $4.5M per year
entries; 30k tags
• $700K savings per month in
• Dogear: 694k bookmarks; 1.8M reduced travel
tags; 20k users • Significant reduction in
• Activities:64k activities, 53k phonemail, email server costs
entries; 90K users
• Instant Messaging: 4M+ per day

Rheinmetall AG: Collaboration Suite – First Impressions
Collaboration Suite - Solution
IBM as a strategic partner

Search
 Integration Groupware (Mail / Calendar)
PIM Framework
Collaboration
 Real-Time Collaboration
IBM® Lotus® Sametime® 7.5

Group-  Collaborative Doc. Management + Team
KM Places IBM® Lotus® Quickr™ 8.1
ware
 Social Networking Services
IBM® Lotus® Connections 1.0
 Central Search
C@R - Collaboration at Rheinmetall IBM ® OmniFind ™


Rheinmetall AG: Enterprise Business Collaboration
Collaboration Suite - Benefits
How Rheinmetall solved their problems with IBM Lotus Connections,
IBM Lotus Quickr and IBM Lotus Sametime
 We made the decision based on the identified business needs of our users over
the past couple of years. We experimented with a few social tools like wikis and
blogs to see how they could be used in business environments, and users asked
for more.

 The IBM Collaboration Bundle helped Rheinmetall to migrate to up to date
technology including many very useful Web 2.0 features the old tool have not
had

 Rheinmetall has carefully checked other well known tools on the market, but had
to conclude that only IBM’s open and flexible approach could resolve their
requirements of an integrated suite of capabilities

 Requirements included File Sharing, People Profiles, Instant Messaging,
Activities and Web 2.0 features like Tagging and Blogs


Practising Law Institute (PLI) Solution – PLI XChange
About PLI -
 Innovative “Not-for-profit” organization focused on R&D and new ideas
 Gold standard in continuing legal education (CLE)
 Conducts 260+ Seminars a year, including Live/Streamed/On-demand

Business Need -
 PLI Board wanted to investigate relevance or utility of Facebook kind of networks
for lawyers

Solution Required –
 Private “trusted by-invitation” network to connect lawyers through profiles, &
enable blogs, chat, Q&A, & promotion of PLI services
 Naming convention “Xchange”

Solution Today -
 More features
 More users – now Xchange for Law Students
 Syndication of content to popular networks like Facebook and Linkedin


PLI - Benefits and return achieved
 Quality of CLE is starting to improve – people get course handbooks
and ask good questions ahead of time
 Dissemination of key updates has become easier and a continuous
process. More information relevant to practice area is provided (key
updates, impact on court decisions, new concepts)
 Electronic copy of course material enables attendees search and
discover information after the program
 Peer-peer communication is improving overall learning & enhancing
business relationships
 Planning process is more efficient
 Visibility & Reach ability to experts has been improved
 PLI is able to get enhanced feedback


Social Software for the Enterprise

Enabling and Good for the
Individual
vibrant communities
of who can become
more and Good for the
Team
more

Good for the
Organization

IBM - Critical success factors for enterprise social software

More than just a “way to collaborate”

Critical Success Factors Seekers Contributors
I need someone I am someone
Awareness How do I know who is out there? How can I become more known?
Networking
Social

Competence (Trust) Is this person competent? How can I advertise my expertise?

Benevolence (Trust) Will this person help me? How can I develop my reputation
as a trusted partner?

Motivation Am I motivated to work with this person? Why will I cooperate with this
person?
Culture

Access How do I approach this person? Do I want to be approached?

Skills Does the team have the skills necessary to collaborate effectively?
Collaborative

(e.g. technical, communication, people, business, etc)
Tools

Mechanism Do we have a method to collaborate?


Rheinmetall AG: Enterprise Business Collaboration
Collaboration Suite – Lessons learned
Changing business processes and virtualisation requires cross-linked communication structures

 process-oriented work organisation
 collaborative work thinking
 specialised skills

Past Presence

Challenges: Detect the right persons at the right time
in addition to central, collaborative data management

C@R – Collaboration at Rheinmetall adressed this challenge, as this helps the
employees, localise expertise, share informations and enlarge their personal
network, to achieve the accordant objectives more efficiently and faster


Practising Law Institute (PLI) - Key highlights & takeaways

 First, have a plan!

 Second, have a partner!
Gemini Systems has been critical to our success!

 Third, be ready for a change!
You learn something new every day!


Recommendations for Information & Knowledge
Management professionals
• Set expectations that Web 2.0 technology will improve the
business, but not transform it.
• Experiment with social networking tools.
– At a minimum, ensure that Web 2.0 deployments clearly
connect content to the employees associated with that
content.
• Invest carefully. The cost of entry is relatively low
compared to other enterprise tools. But . . .
– Niche tools only solve niche problems.
– Some tools require a larger data plan to enable success.
– Some tools are immature: Wait and watch, or experiment
with a healthy sense of expectations for change.
Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Overall recommendations

1. Identify solvable problems that Web 2.0 tools can
tackle
2. Deploy tools for a limited set of users in pilot
programs
3. If value is shown, deploy more widely as fit
4. Let use spread virally, and support with optional
training
5. Measure the results!

Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Smarter Collaboration through Social
Software for the Enterprise

Discover

Share

Communicate


We welcome your questions . . .

?

Thank you!


Learn More. Visit...
 IBM Advanced Collaboration Solutions:
http://www.ibm.com/itsolutions/collaboration/

 IBM Social Computing and Mashups:
http://www-01.ibm.com/software/lotus/category/network/

 IBM Collaboration Soapbox:
http://www-01.ibm.com/software/lotus/category/network/

 Forrester Research:
http://www.forrester.com/rb/research

 Practising Law Institute:
http://www.pli.edu/

 Rheinmetall AG:
http://www.rheinmetall.com/index.php?lang=3


© Copyright IBM Corporation 2009

IBM Corporation
New Orchard Road
Armonk, NY 10504
U.S.A.

Produced in the United States of America
06-08
All Rights Reserved

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