Download - Invest In Smarter Collaboration
© 2009 IBM Corporation
Invest in Smarter Collaboration– Early Benefits of Enterprise Social Software
June 2, 2009
© 2009 IBM Corporation
Panel Participants
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
Oliver Young
ForresterJeff Schick
IBMGina Poole
IBM
Markus Bentele
Rheinmetall AG
Guy Alvarez
PLI
© 2009 IBM Corporation
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!
5 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Enterprise collaboration has traditionally been document-centric
Document-
Centric
•Excel
•Word
•Powerpoint
People-
Centric
•Expertise
•Reporting
structure
•Business
context
6 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
– Wikis
– Blogs
– Social networking profiles
– Podcasting
• Content access tools
– RSS
– Podcasting
– Social bookmarking
– 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.
7 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
One in two firms plans to have at least one Web 2.0 tool in production in 2009
8 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
However, few have a holistic Web 2.0 strategy
9 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
As a result most tools will see only moderate investment
10 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
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
11 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
At least one in five firms has not measured the value of its Web 2.0 deployments
Source: June 2008 US Web 2.0 Online Survey
“How does your organization generally measure the business value of its Web 2.0 deployments?”
Base: 262 US IT decision-makers at companies with 500 or more employees invested in Web 2.0 technologies
15%
22%
18%
27%
41%
Don't know
We have not measured the
business value
We use other measures
We use worker productivity
surveys
We use traditional
measures such as ROI,
total cost of ownership, or
internal rate of return
(multiple responses accepted)
Note:
Value is most effectively
shown through anecdotal
evidence and worker
productivity surveys.
12 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Major benefits of Web 2.0 tools in the enterprise for collaboration and productivity
• Efficient collaboration between
employees
– Improved response times to
customer requests
• Increased transparency into
decision making processes
– Better project management
• Better access to unstructured
information
– Improved knowledge capture
and IP management
• Better access to structured
information (CRM, ERP, etc.)
– Enhanced customer service
management
• Decreased email overload
– Improved work efficiency
• Increased knowledge retention
and process documentation
– Better service quality
• Collective intelligence gathering
– Faster innovation
13 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
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
BlueIQ Enterprise social software. Unleash the power of us.
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
Tacit Context Explicit
"I need someone to explain this to me"
"I need to find information"
"We need a place to
collaborate"
People Places Things
Employees need ….
“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
Grassroots evangelism
Drive change tops down, bottoms
up, sideways….encourage
experimentation
“BlueIQ” Ambassadors Program Overview
...in 40 Countries
600+ Ambassadors...
Clinics – “The Doctor Is In” –help individuals get started 1:1
“Lunch & Learn” sessions- teach individuals, teams and communities how to use social software
“Jumpstart” engagements -internal "consulting" to help teams identify use cases, recommend tools and enablement materials, and capture success stories
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
• WikiCentral: 25K+ wikis with 320K+
unique readers
• BlogCentral: 62k users; 260k
entries; 30k tags
• Dogear: 694k bookmarks; 1.8M
tags; 20k users
• Activities: 64k activities, 53k
entries; 90K users
• Instant Messaging: 4M+ per day
Usage
• Search satisfaction has increased
by 50% with a productivity driven
savings of $4.5M per year
• $700K savings per month in
reduced travel
• Significant reduction in
phonemail, email server costs
Social Software in Action at IBM
Return on Investment
© 2009 IBM Corporation
IBM as a strategic partner
Collaboration Suite - Solution
Integration Groupware (Mail / Calendar)
PIM Framework
Real-Time Collaboration
IBM® Lotus® Sametime® 7.5
Collaborative Doc. Management + Team
Places IBM® Lotus® Quickr™ 8.1
Social Networking Services
IBM® Lotus® Connections 1.0
Central Search
IBM ® OmniFind ™
Collaboration
Group-
wareKM
Search
C@R - Collaboration at Rheinmetall
Rheinmetall AG: Collaboration Suite – First Impressions
© 2009 IBM Corporation
How Rheinmetall solved their problems with IBM Lotus Connections,
IBM Lotus Quickr and IBM Lotus Sametime
Collaboration Suite - Benefits
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
Rheinmetall AG: Enterprise Business Collaboration
© 2009 IBM Corporation
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
© 2009 IBM Corporation
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
© 2009 IBM Corporation
Enabling and
vibrant communities
of who can become
more and
more
Good for the Individual
Good for the Team
Good for the Organization
Social Software for the Enterprise
© 2009 IBM Corporation
IBM - Critical success factors for enterprise social software
Critical Success Factors Seekers
I need someone
Contributors
I am someone
Awareness How do I know who is out there? How can I become more known?
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?
Access How do I approach this person? Do I want to be approached?
Skills Does the team have the skills necessary to collaborate effectively?
(e.g. technical, communication, people, business, etc)
Mechanism Do we have a method to collaborate?
So
cia
l
Netw
ork
ing
Cultu
reC
olla
bora
tive
To
ols
More than just a “way to collaborate”
© 2009 IBM Corporation
© 2009 IBM Corporation
Challenges: Detect the right persons at the right time
in addition to central, collaborative data management
Changing business processes and virtualisation requires cross-linked communication structures
process-oriented work organisation
collaborative work thinking
specialised skills
Past Presence
Collaboration Suite – Lessons learned
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
Rheinmetall AG: Enterprise Business Collaboration
© 2009 IBM Corporation
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!
Entire contents © 2009 Forrester Research, Inc. All rights reserved.
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!
© 2009 IBM Corporation
Communicate
Share
Discover
Smarter Collaboration through Social Software for the Enterprise
© 2009 IBM Corporation
We welcome your questions . . .
?
© 2009 IBM Corporation
Thank you!
© 2009 IBM Corporation
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:
https://www-951.ibm.com/blogs/thecollaborationsoapbox/entry/soap_on_a_rope
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
© 2009 IBM Corporation
© Copyright IBM Corporation 2009
IBM Corporation New Orchard RoadArmonk, NY 10504 U.S.A.
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