©2012 IBM Corporation
Enterprise Social Collaboration
Why Now, the Benefits, and Real Examples
Oskar Laufer | Portal & Social Leader, IBM Collaboration Solutions [email protected]
Sofia, March 13, 2012
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Agenda● Social Collaboration – why now
● The benefits
● How to get started – real examples
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Traditional roles and processes across the business network are evolving, forever changing the way organizations operate
leading the conversations that define brands
self-forming teams around fast moving opportunities
becoming on-demand 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.
Employees Customers Partners
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● 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!
Knowledge work has changed
The tools we employ must reflect the changing nature of our work
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Traditionalists Boomers Gen X Millenials
Born 1922 – 1945 1946 – 1964 1965 – 1980 1980 – 2000
Training The hard way Too much and I’ll leave
Required to keep me Continuous and expected
Learning style Classroom Facilitated Independent Social and networked
Communication style Top-down Guarded Hub and spoke Collaborative
Problem-solving Hierarchical Horizontal Independent Collaborative
Decision-making Seeks approval Team informed Team included Team decided
Leadership style Command and control
Get out of the way Coach Partner
Feedback No news is good news
Once per year Weekly/Daily On Demand
Technology use Uncomfortable Unsure Unable to work without it
Unfathomable if not provided
Job changes Unwise Sets me back Necessary Part of my daily routine
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Purpose-built Social Collaboration tools are key to leveraging such a workforce
Workforce demographics have changed
“By 2014, 50 percent of all employed people will be Millennials”Source: Millennials: 50% of Workforce by 2014 February 2011
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Knowledge Sharing Gap
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Intranet 2.0 Concept: Network Invitations & Social Analytics (“Do You Know?”)
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Intranet 2.0 Concept: Enterprise Blogging
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Intranet 2.0 Concept: Social Bookmarking
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Email Hoarding of Business Information
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HR 2.0 Concept: Personal File Management
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Organizational boundaries
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Essence of an expert
Who are you?
Profiles: contact, organization information, your colleagues, expertise, interests, affiliation and contributions
Designs subject to change
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Maze to information
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Agenda● Social Collaboration – why now
● The benefits
● How to get started – real examples
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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
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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
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Gaining insight / discovery
The people you may want to know
“Do you know” widget identifies people who may have common
interests and objectives
Resources that you may want to be aware ofCommunity, Bookmark, Document and Wikis that may be helpful to you
Designs subject to change
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Gaining insight / discovery - continuedBetter insight when forming and expanding your networkHow are you related to any given individual?
Designs subject to change
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Gaining insight / discovery - continuedFind what you are looking for
Finding the right information, the right people when you need it
Designs subject to change
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Stay Connected in your Mail applicationEasy access to experts, key documents, stay current with what is happening in your network, initiate and work on collaborative tasks
Designs subject to change
Social “enabled” business applications / tools
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Mobilize team / crowd Collaborate on a set of objectives and insights, find the right experts and drive actions
Designs subject to change
Social “enabled” business applications / tools - continued
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“Socialize your web sites” – internally or externally
Promote experts, engage with your audiences, harness ideas, build communities, drive discussions, and get answers
Social “enabled” business applications / tools - continued
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Consumable information flow
Simplify user actions
Design Principles
Designs subject to change
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Moving from sending to sharing Optimized Mobile Access
More on Design Principles
Designs subject to change
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Flexibility of deployment options Support a large set of system platforms and deployment options
Deploy on site ...
In the cloud ...
Hybrid ...
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Agenda● Social Collaboration – why now
● The benefits
● How to get started – real examples
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The Social Business is changing the way we work
● Social Media Monitoring/Analytics● 11 out of top 50 brands are using social
media as a sustainable tool for marketing3
Product & Service Product & Service InnovationInnovation● Ideation, Jams● 44% of F200 executives report using
crowd-sourcing to improve corporate responsibility; 95% feel it has benefits4
● Expertise Location, Talent clouds● 89% recruit from social networks1 and 55%
are planning to invest more in social recruiting1
● 42% of LE's spend on informal learning2
● Clients seeking advice and solutions ● 51% of companies permit employees to
use social media for business purposes, up from 19% in 20095
1 Jobvite Social Recruiting Survey, 20112 Bersin & Associates, 2011, Corporate Spending on Social Learning3 BrandZ most valuable brands, 2011, Kuliza analysis4 Weber Shandwick/KRC Research Study, October 2010, 216 F200 executives5 Robert Half Technology Group, 1400 CIOs, August 2011
Customer Care and InsightCustomer Care and Insight
Governance/Risk/ComplianceGovernance/Risk/ComplianceWorkforce OptimizationWorkforce Optimization
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IBM Connections Home pageSee what's happening across your social network
BlogsPresent your own ideas, and learn from others
CommunitiesWork with people who share common roles and expertise
FilesPost, share, and discover documents, presentations, images, and more
Micro-bloggingReach out for help your social network
ProfilesFind the people you need
WikisCreate web content together
Social AnalyticsDiscover who and what you don’t know via recommendations
ActivitiesOrganize your work and tap your professional network
BookmarksSave, share, and discover bookmarks
ForumsExchange ideas with, and benefit from the expertise of others
Media GalleryAdd sizzle by sharing rich media like Photos and Videos
Ideation BlogsCreate ideas and leverage the crowd to develop them
Document LibrariesSecurely manage and collaborate on business documents
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Document Management goes Social
Designs subject to change
● Goals are to;
seamlessly integrate traditional document libraries capability into Connections Communities
Seamless access to document functions and awareness of changes through Connections News stream
Searchable and discoverable via Connections Social Discovery and Analytic Service
Social Document management content embedded experience
Notification of an update residing within Social Document Management
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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
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Collaborative Decisioning
Cognos 10 + Connections Advanced Case Management
FileNet + ConnectionsCase Manager + Sametime
Social Software Engineering
Rational Jazz + Connections + Sametime
Community InsightsCognos Consumer Insight + Connections; Cognos BI +
Connections (planned)
Social Augmented BPMLombardi /
WebSphere Process Server + Connections (planned)
Social enhanced Governance
Tivoli directory, identity, and security mgmt. products + Connections + LotusLive
Social Application Middleware
WebSphere products + Cognos + Connections, etc.
Social Information Management
DB2 products + Cognos + Connections, etc.
IBM is packaging people centric process integration
Smarter CommerceSterling Commerce, Core metrics, Unica,
Custmer Expereince suite,Cognos Consumer Insight, IBM Case Manager
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Access Points
Social business capabilities
Delivery models
And more ...
Services could include; Mail, presence awareness, meetings, collaborative document editing, & more.
Services could include; web document editing, collaborative authoring, shared files / folders & more.
Services could include; real-time sentiment analysis, web analytics, smart filtering & more.
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How IBM is investing for your success
Content Social Analytics
Integration
Mobile
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Engaging and Exceptional....Here NOW with Social Business
Customers
Partners
Employees
Interactive
InternalEnterprise
Application, Information &
Content SprawlB2E
Business Web EmergenceB2E / B2B
Internet / Web Self-ServiceB2E / B2B
B2C
OptimizingWeb
Experience
B2E / B2BB2C
Web / User Proliferation
B2-All
SocialBusiness
Read only
Engaging & Responsive
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Smart Portals: Best-of-Breed Web Experience & Market-leading Social Software
Integrated ApplicationsSocialWCM
'Smart' or 'Social' Portal
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Web Experience capabilities deliver engaging experiences that are social, mobile, integrated
Experts
Communities
Personalized Content
Mobile
Content Management
Video
Analytics
Available Now
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Finnair – Customer Site 2010 WEBAWARD - Web Marketing Association (Airline Standard of Excellence)
Boston Medical Center – Patient Site 2010 WEBAWARD - Web Marketing Association (Outstanding Website)
US Tennis Association – US Open Site 2010 Webby Award Nominee – Event Site (Finalist)
Cars.com – Customer Site 2010 WEBAWARD - Web Marketing Association (Automobile Standard of Excellence)
Brocade Communications – B2B Site 2010 WEBAWARD - Web Marketing Association (B2B & Technology Standard of Excellence)
International Enterprise Singapore – G2B Site2010 WEBAWARD - Web Marketing Association (Government Standard of Excellence)
Tyco International – B2B Site 2010 WEBAWARD - Web Marketing Association (B2B Standard of Excellence)
AMP Limited – Employee Intranet 2010 Intranet Innovation Award, Step two Designs (Gold award: Communication & Collaboration)
Omron Europe – Employee Intranet 2010 Intranet Innovation Award, Step two Designs (Gold award: Frontline Delivery)
Exceptional Web Experiences Recognized
King Faisal Specialist Hospital2011 best electronic content web site in the Kingdom of Saudi Arabia, selected by Ministry of Communication
CareFirst BlueCross BlueShield – Member Portal 2011 WEBAWARD – Web Marketing Association (Outstanding Website)
US Tennis Association – US Open Site 2011 WEBAWARD – Web Marketing Association (Best Sports Website - Winner)
RBC Royal Bank – Online Banking Site 2011 Best Consumer Internet Bank in Canada - Global Finance Magazine (Winner)
AMP Limited – Employee Intranet 2011 Intranet Design Award, Nelson Norman Group (Winner)
BMO Financial Group – Online Business Banking 2011 CIO 100 – CIO Magazine (Winner)
Dubai Government – eGovernment Site 2011 Middle East eGovernment and eServices Excellence Award – Best eGovernment Portal (Winner)
Qatar National Government – eGovernment Site 2011 World Summit Award – Arab e-Content Award (Winner)
Lufthansa – Customer Site 2010 WEBAWARD - Web Marketing Association (Best Airline Website)
RBC Royal Bank – Online Banking Site 2010 Surviscor’s Online Banking scorCard (Winner)
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Client ROI References*
*as projected by IBM BVA client
Primary Goals
SVP Sales
Increase revenue
CMOIncrease pipeline and
conversion
Increase customer interactions by 15% = $18M revenue growthIncrease incoming call cross-sell by 5% = $4.3 increased profitLower campaign expenses by 20% - $2M cost reductions
SVP Customer Service Improve customer service
levels
Reduced support time 5% = $4.3 M increased profitFaster time to revenue new customers (-30 days)Electronic support reduces mail costs $ 1 M
SVP R&D
Increase innovation pipe and reduce time to market
Increased new product pipeline yield by 5%10% reduced of overlapping projects = $33 M savings
SVP HRIncrease employee
engagement and retention
Faster on-boarding & M&A = 10% lower costReduced new employee training costs 15% Compressed employee communications time = $2MVirtual teamwork reduces travel frees $8M
Sponsoring executives will typically request ROI:
40 Social Business ROI
Increased quality sales time by 5% = Increase profit $250MFaster integration of acquisitions by 1 month = $27M profit increaseFaster new seller on-boarding by 1 month = $27M profit increase
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Background• U.S. electric utilities provider (14M customers)• Business challenge: “Roll out new grid, while continuing to lower costs”
Return on Investment
Social Business in ActionSocial Business in Action
Human Resources ROI at UtilityCo
Business Initiatives Pain Point Social Business Benefits
Build organizational skill for future technologies
• Expertise of retiring workforce is being lost ( >40% in 7 years )
•Poor communication and mentoring yielded high turnover (15%) of new talent focused on Smart Grid programs
● Communities collect best practices and facilitate professional relationships to spread knowledge, experiences, successes/failures
● Significantly improved on-boarding and employee effectiveness = $2M savings
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Social Business in ActionSocial Business in Action
Background• Global leader in food products• Business challenge: “Beat competition with more on-target products”
Return on Investment
Product Development ROI at CPG-Co
Business Initiatives Pain Point Social Business Benefits
Increase revenue by responding to markets faster, and with more innovative products
• No effective means to create and engage cross-geography product teams
● Rich communities that match experts to new product teams● Idea gathering tools to harvest and promote promising innovations● Increase product “hit rate” 5% per year, $17M - increased revenue
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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 resources
• Sellers burning 15% of total time navigating across brands and resources.
● Seller able to easily locate expertise and winning sales patterns across all resources and artifacts ● Give sellers 1% more time for high value customer sales, $200M increased profit
Faster time to sales with new employees
• Volume of information and size of organization is overwhelming to new employees.
● New sellers guided thru organization and assets with social communities and mentors ● Reduce on-boarding time by 1 month, $22M - increased profit
Social Business in ActionSocial Business in Action
Sales ROI at TechCo
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It’s not as difficult as some imagine
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Case study 1 - Electrolux
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Case study 2 – a big bank in the UK
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Case study 3 – Dutch Tax Office
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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
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Microblogging: Asking for HelpKnowledge
Accident
Asking for Help
HR InitiativeWidget
Following an Initiative
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Driving adoption and cultural change within the organization
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“Lobby” Marketing: Banners, Flyers, Video Boards
Driving adoption and cultural change within the organization
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You are being followed…
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Challenge #1 – How do you launch? Standalone branded solution or into existing infrastructure / identity?
Connect.BASF
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Cardiff Portal
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Challenge #2 – Have you published your Social Computing Guidelines?
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Challenge #3 – Do you have “Holistic” view of your social Business
Internal External
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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
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IBM Connections Deployment Posters
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IBM Connections Deployment Posters
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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
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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
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Next steps1) 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)
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Questions
IBM Confidential Until January 31, 2011
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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.
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