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IBM Social Business strategy and directions from Gartner PCC conference 21-Sep-2011
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Sb Overview Gartner Pcc Sept 2011
1.
Pam Chandor –
Global Director, Social Business 21 September 2011 Social Business: The Next Era of Business © 2011 IBM Corporation
2.
Traditional roles and
processes across the business network are changing Customers Unlimited real-time access to ever-changing information and expertise Employees Engaging externally in ways that are outside the traditional Partners scope of work Acting as an extension of the enterprise Competitors Entering new spaces quickly with new models and low barriers to entry 2 © 2011 IBM Corporation
3.
As a result,
the enterprise itself is changing forever Talent as a cloud Digital reputation and individual brands Leadership by connections Real-time teams Collective intelligence 3 © 2011 IBM Corporation
4.
A 5th wave
of IT-enabled business transformation is emerging: Social Business Social Internet PCs Departmental Mainframe 4 © 2011 IBM Corporation
5.
Social Media vs.
Social Business Social Media Social Business Nimble E nga ge d T ra ns pa re nt Primarily marketing Encompasses and PR organization and business processes 5 © 2011 IBM Corporation 5
6.
...with “Social Business”
Being Driven By Corporate Objectives “We have to enhance the horizontal communication and integrate data to remove the barriers across silos in my company.” Masahiko Kon, Director of Finance/IT/GA, Sumitomo 3M Limited “For CIOs in top-performing Expand mandate organizations, collaboration and integration are especially important... Advanced collaboration suites with an array of functions — wikis, blogs, file repositories, event calendars, discussion boards, image and video galleries, collaboration spaces and others — are critical enablers...” “Internal collaboration is a must, cultural issues have to be addressed, and knowledge has to be shared and used” Banking CIO in India “CIOs are providing tools that enhance internal communications, such as real-time message exchange, company blogs and other types of 6 electronic and mobile collaboration.” © 2011 IBM Corporation Source: The Essential CIO: Insights from the 2011 IBM Global
7.
A foundational set
of capabilities are enabling social business Reach people where Enable people to they live and work engage productively in a business context Use identities on consumer, b2b, and corporate social networks Develop personal insights and collective intelligence Communicate through the associated channels Monitor and analyze Integrate social social data to discover engagement and social new business insights intelligence into business processes Analyze identities, social graphs, communication Act on new opportunities, make channels, and social content better decisions, and optimize processes in real time Identify opportunities, problems, solutions, valuations, etc. Govern and manage risk 7 © 2011 IBM Corporation
8.
Social Business strategic
technologies Reach: Engage: Social networks Engagement applications Identity systems Social connectors Communication channels Content services Discover: Integrate: Social analytics Process management Social monitoring Information integration Optimization Governance, risk and security solutions Solution lifecycle management 8 © 2011 IBM Corporation
9.
Socially enabling business
processes A Social Business Harvests insights from networks of A Traditional Business people to create value Knowledge silos, Human Resources Builds trusted relationships and ineffectiveness brand advocacy Push marketing, control Marketing / Customer Experience Sell effectively, grow the business Unclear view of customer, limited Sales avenues Shares insights to generate breakthrough ideas and speeds time to market Product & Service Linear, unclear view of Innovation needs Strengthen controls, increase transparency, reduce exposure Governance, Risk & Compliance Opaque, uncontrolled 9 © 2011 IBM Corporation
10.
Socially business examples
A Social Business Connecting 20,000+ consultants to staff new projects faster and realize startup cost savings Human Resources Promoting brand identify to turn customers into advocates and expand your reach Marketing Connecting employees and customers socially to find answers for customers in real time Customer Experience Harnessing social networks that are accelerating new product development from 12 months to 4 months Product & Service Innovation 10 © 2011 IBM Corporation
11.
11
12.
IBM Social Mobile
Interactive access increases adoption 100k mobile devices in use at IBM today •65k Smartphones and Tablets •35k Blackberry IBM CIO Office study: •Mobile access increases sales productivity by 11 hours per opportunity! Estimated 3 year ROI of 195% 2015 goals: •500k users •80% of all enterprise capabilities accessible from mobile devices 12 © 2011 IBM Corporation 12
13.
Engage through Experiences What
is an Exceptional Experience The Usage Life Cycle Engagement 1st Time Regular Passionate Unaware Interested Participant Participant Participant Source: “Designing for the Social Web” by Joshua Porter Consumption Integrated: Consistent online and offline Interactive: Gaming, Video Mobile, Virtual Gifting Identifying: Personalized, knowledge of you 13 © 2011 IBM Corporation 13
14.
IBM Exceptional Web
Experience Strategy User Expectations Define the Experience People - not technology - are the center focal point of an exceptional experience People – whether internal or external users – have certain expectations for online experiences Capabilities are employed as necessary to help achieve experiences that meet/exceed the expectations of the intended user(s) – many entry points 14 © 2011 IBM Corporation
15.
IBM Customer Experience
Suite Reach Cloud Socialize + Interact Tagging, Rating, Blogs, Wikis, Instant User Communities Search Commenting Forums Messaging Customization Create Target Optimize Web Personalization Real-time Analytics-enabled Rich Media RIA Visualizations Content Device Optimization Campaigns Widgets & Social Search Engine Optimization Mashups Feeds Portlets Catalog Recommendations A/B + Multi-variate Foundational Services Role, Profile, Content Globalization / Integration Site Management Security Doc Mgt & Segment Mgt Workflow Localization Enterprise application Personal & Cloud, Web, REST, 15 sources Departmental ATOM, RSS, Widgets © 2011 IBM Corporation
16.
The IBM Social
Business Framework Enabling exceptional experiences Designed to enable IBM Partners to capitalize on Social Business opportunities, building on existing investments in technologies and skills Solutions differentiated by... The ability to integrate industry-leading capabilities in business analytics, enterprise content management, commerce, and others Exceptional user experiences Unmatched social collaboration capabilities An open web architecture that protects customer investments IBM Social Business Framework A modular and open set of capabilities that accelerate the development of advanced Social Business solutions 16 © 2011 IBM Corporation
17.
A Social Business
Framework will allow the deployment of business transformation level solutions Entry Customer Product and Governance Operational Workforce Care and Service Risk and points Insight Efficiency Innovation Optimization Compliance Services Envision Enable Adopt Optimize Software Social Networking Content Analytics Process Management Governance and Lifecycle Systems & Technology Workload-Optimized Systems Open Standards 17 © 2011 IBM Corporation
18.
Traditional Solutions are
significantly limited An example: Sales Force Automation Current SFA Solutions: Value flows to management and Notes finance Sales portal Seller gets information Seller inputs to help them sell from a data into Siebel a large variety of Sametime sources BlueCat (SWG) Cadence Tools Management Finance view Connections pipeline view … but it doesn't really help sellers sell 18 © 2011 IBM Corporation
19.
Social Business Solutions
drive better business results Sales force automation that helps sellers sell Built for a mobile workforce Context Adaptive UI – one place... in real time Core value flows to the Salesforce Shared expertise, best Contextual Client practices, presentations, core data sales templates and RFP responses on demand Coordinating Better quality data, resources Performance analytics, Pattern analysis Continual sales efficiency improvement analytics tools Driving real business BI, reports Analytic results insight $230M+ expected benefit @IBM by Activity transparency Value flows to finance 2014 * and management as a *IBM CIO office estimates $200M benefit by 2015 to freeing up side effect 19 © 2011 IBM Corporation sales time, up to $30M in annual cost structure savings; helping to meet GSO $71M cost reduction challenge.
20.
Social Business disrupts
the Business Solution Market Disruptors: 1. Social Networking 2. Big data/Analytics 3. Mobile 4. Cloud Sales pattern reuse Efficient expertise leverage CRM HCM Create customer advocates Dynamic team assembly Harnessing communities to Improved retention/ identification of support sales leadership potential SFA Engagement, accountability, reputation Social CRM Web Experiences Social Business ERP PLM Collaborative product creation Coordiation across a business process Transparency across engineering Continuous process optimization teams Error reduction SCM Accelerated ideation Flexible relationships 20 (Markets first disrupted) Process coordiation across a supply chain © 2011 IBM Corporation
21.
Common characteristics are
emerging from those making the most progress Be willing to experiment Gain business Focus on business sponsorship outcomes Invest in adoption Manage actively 21 © 2011 IBM Corporation
22.
Social Business Adoption
Advocates 22
23.
Start your Social
Business journey today Next Steps: Assess Your Organization: Take the IBM Collaboration Assessment Build a Roadmap: Schedule a Social Business Agenda Workshop Get More Information: • Whitepaper: The Social Business, Advent of a New Age • Whitepaper: Forrester Study: Total Economic Impact of IBM Social Collaboration • Video: Business Value of Social Software Get Plugged In: • Register with the IBM Reinventing Relationships Social Media Aggregator • Follow us on Twitter: SocBizAgenda 23 © 2011 IBM Corporation
24.
25.
Legal Disclaimer •
© IBM Corporation 2011. 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. • If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete: Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. • If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete: All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. • Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. 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