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© 2008 IBM Corporation

IBM Software Group

Taking advantage of Web 2.0 to grow your business

Sandeep BakhshiASEAN Business Unit Executive, Lotus SoftwareSingapore Digital Media Festival – October 2008

IBM Software Group

© 2008 IBM Corporation2

Topics

What is Web 2.0?

Why should care about it?

Some Industry examples

Putting it all together

Summary

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Disruptive Technologies

Sustainable v/s Disruptive technlogy

The Web (email and associated technologies are disruptive)

Short term disruption; long term gain

The Innovator's Dilemma

3

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Disruptive Innovation:

The Internet, the Web, e-business

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The impact of the internet – as a disruptive technology - has already transformed our world

Email: Over 40 Billion sent daily Texting: Number sent and received every

day exceeds the total population of the planet

Google: Nearing 100 Billion searches per month

Revenues for iconic Web 1.0 Companies - Amazon.com $10.7 Billion in 2006- E-Bay.com $5.97 Billion in 2006

Digital Content: In 2006, amount created was about 3 Million times more than all the information that is in all the books ever written

e-Commerce: In 2006, more than 85% of the world’s online population (875 Million consumers) has used the Internet to make a purchase—online shopping market up 40% in the past two years

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Web 2.0

Virtual Worlds

SOA

Mashups

Mobile Devices

Social Software

Blogs

Folksonomy

Web Analytics

Software as a Service

Wikis

Mobile 2.0

3D Internet

Telepresence

Web 2.0, 3DI & more…..The next major wave of disruptive change…

Wisdom of crowds

Micro-blogging

Semantic Web

Micro-payments

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developerWorks Spaces

Developer’s Conference

Blogs

IBM PartnerJam

Web 1.0 Web 1.5 Web 2.0 Web 2.5 Web 3.0

IBM PartnerWorld

Email

Static web pages

Evolution of the Web

Moving towards more Web 2.0

Towards Web 2.5

Web 2.0: coined by O'Reilly Media in 2003, refers to a perceived second generation of web-based communities and hosted services — such as social-networking sites, wikis and folksonomies — which facilitate collaboration and sharing between users. It refers to changes in the ways software developers and end-users use the web as a platform. -Wikipedia

Web 3.0 is a term that has been coined with different meanings to describe the evolution of Web usage and interaction among several separate paths. These include transforming the Web into a database, a move towards making content accessible by multiple non-browser applications, the leveraging of artificial intelligence technologies, the Semantic web, or the Geospatial Web. - Wikipedia

Lotus Notes Team rooms

COBRA

IBM Blogs

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What is Web 2.0?*

User generated content/User driven

Self policing – not anarchy

Peer communication and interaction

Transparency/Openness

Low Barriers to Use

Social Capital Utilization

Sharing

Collaboration

Connecting people with information

Attract people first then monetize later

Participants bring value

Bottoms up/viral

Community

Web 2.0 is not described by the technologies, but by the concepts or attributes.

Definition of Social Computing: A social structure in which technology puts power in communities, not institutions. – Forrester Research

Web 2.0 Attributes

To paraphrase Thomas Power:“The value is in the Connections”

“Web 1.0 is a channel, Web 2.0 is a platform”

– Professor Andrew McAfee, Harvard Business School

Regarding “Web 2.0”: “This Web 2.0 era isn’t really about tagging or sharing photos or bookmarks any more than Web 1.0 was about buying pet food online or reading news online. It is about the emergent property of collaboration that happens when a critical mass of people (or things) is interconnected and the technologies that facilitate collaboration.”

– Peter Rip, General Partner, Crosslink Capital

*For more details on what is Web 2.0, please refer to ‘The Power of Web 2.0 Business Models’ by Pauline Ores

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Why Web 2.0 is Important for IBM

Using Web 2.0 to connect with partners and customers has ROI: Lower costs Increase revenues Gain mindshare Strengthen brand Increase loyalty Sales (indirectly) – you have a

presence in the information gathering stage

It will allow IBM to remain competitive in the market because our competition is using it too

52% of technology buyers surveyed state that Wikis influence their decision-making. -KnowledgeStorm, Emerging Media Series: Online Video, Social Networks, & Wikis, November 2006

53% of technology buyers surveyed say that blog content has already influenced a technology purchase decision. Also…..57% of surveyed technology buyers rated blogs equally as or more credible than more traditional forms of media such as news outlets, industry publications, vendor white papers, analyst reports and industry or professional associations.-KnowledgeStorm, Emerging Media Series: Blogs & RSS, September 2006

More than 93% of technology buyers surveyed considered the information they found online to be of greater (49%) or equal (45%) value to the content they received through other means such as publications and events.-KnowledgeStorm, How Technology Marketers Meet Buyers’ Appetite for Content, March 2007

The influence of information on a Web 2.0 platform is becoming significant.

Peer reviews have always been important in purchasing decisions

With Web 2.0, user opinions and reviews are even more prevalent

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What does Web 2.0 mean for IBM?

Web 2.0 use within the industry/enterprise is inevitable, unavoidable and advancing.

What’s driving this growth? Changing demographics – Digital Natives (people who grew up with

the web) are beginning to enter the marketplace and workplace in force. They come with high technology expectations as both consumers and employees.

Consumerization – a phenomenon where consumer technologies and consumer behavior drives innovation in IT products and practices. As people become more comfortable with technology innovation in their personal lives, they demand it in their professional lives.

Both changing demographics and consumerization of IT are driving the growth of the Web 2.0 platform. We need to be optimally positioned to be responsive and remain competitive.

IBM is a product/service/results focused company when the focus is shifting to people

IBM’s workforce doesn’t have the number of these younger, ‘digital natives’ as many of our competitors do

We’ve given up our roots in consumer products and technologies which makes IBM less sensitive to new trends

We have to put extra effort into making this work because of these factors

“Today, more than 85 percent of a typical S&P

500 company’s market value is the result of intangible assets. For many companies, the bulk of these intangible assets is its people, its human capital. It is no longer what you own that counts but what you know…”

—Craig Symons, Forrester Research, Inc.

"By 2010, marketers who successfully use customer-created content as part of their marketing efforts will increase conversion rates with prospects and established customers by an average of 25%.”-Gartner's Top Predictions for IT Organizations and Users, 2007 and Beyond, Dec 2006

“Enterprises can derive substantial business benefits from web 2.0 practices and technologies, especially when managed as corporate assets.”

– Gartner Group

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This new wave of Web 2.0 disruptive technology is transforming all aspects of our consumer experience

MySpace: over 175 Million members; over 67 Billion page views per month

Facebook: over 75 Million active members; over 15 Billion page views per month

YouTube: Tracks around 16 billion page views per month

Second Life: 9.5 Million registrations (logins created); 91,000 premium users (users who pay for land)

Twitter – Not just for consumers any more: The Los Angeles Fire Department USA presidential candidates Ron Paul, John

Edwards, Barack Obama

In China, there are 100,000 new broadband users everyday

Mobile devices outnumber desktop computers by a factor of two

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•User-driven adoption

•Value on demand•Low cost of entry•Public

infrastructure

Software as aSERVICE

Service, not software

COMMUNITYmechanisms •Recommendation

s•Social networking

features•Tagging•User comments•Community rights

management

Users add value

The three software patterns driving Web 2.0

SIMPLEuser interface and dataservices

•Responsive UIs (AJAX)•Feeds (Atom, RSS)•Simple extensions•Mashups (REST APIs)

Easy to use, easy to remix

Web 2.0

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Enterprise 2.0 (IBM Global Innovation Outlook 2.0)

Current State Future State

Most value created by regular, long-term employees

More fluid workforce, with much more of our value created with clients, partners, vendors, and alumni

Workers identify with firm Workers identify with peers

Work centers around the organization Work centers around the endeavor

Career is tied to organization Career is tied to reputation and credited achievements

Firm defined by who is in it and the value it creates

Firm is defined by why it exists and the clients it serves

Brand is managed and controlled by the organization

Brand based on the experience created and the activities of those who affiliate with the firm

The firm’s structure is defined and roles and skills are specified

The firm’s structure and workforce roles constantly emerge and recombine

The firm is defined by knowledge assets The firm is defined by the knowledge of the workforce

http://domino.watson.ibm.com/comm/www_innovate.nsf/pages/world.gio.html

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Why should you care about Web 2.0?

You can measure the ROI of Web 2.0 across a variety of sources. Here’s an example of how IBM benefited from Web 2.0 with its Enterprise Tagging Services (ETS), which:

Allows users to tag pages in the IBM intranet Is integrated with enterprise search to significantly reduce search time

ROI

Improved growth through innovation

Broadened the collective intelligence to drive innovation

Improved efficiency

Cut search time by an average of 12 seconds

With 286,584 search visits per week, saved

955 hours

At US$100 per hour,

40 hours per week

and 48 weeks per year,

gained US$4.6 million in productivity

Cost avoidance

Avoided US$2.4 million

in costs through the reusability of the ETS widget

Increased empowerment of key resources

Enabled better use of key experts and content across the organization

Uncovered information with an estimated value of US$500,000 per year

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Changing Nature of Work Changes Needs

Work environments are more complexMatrixed organisationsOrganisation changesMergers/AcquisitionsGlobal companiesTelecommuting

Work is increasingly collaborativeSpecialisation, Partnering

More ad hoc projects

Work demands more social capital

Differentiation starts with an idea(not always from the CEO)

“Today, more than 85 percent of a typical S&P 500 company’s market value is the result of intangible assets. For many companies, the bulk of these intangible assets is its people, its human capital. It is no longer what you own

that counts but what you know…”

—Craig Symons, Forrester Research, Inc.

To paraphrase Thomas Power:

“The value is in the

Connections”

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Business is Evolving

Informal Work Domains: Common Interests Self Motivated Innovative, Unconstrained Expertise Networks Knowledge Communities Outside organisational

boundaries Open membership

Formal Work Domains: Operations, Performance Mgmt Human Resources Geographical Divisions Procurement, Marketing,

Sales, Manufacturing, … Define organisational

boundaries Rigid, Hard to Change

From Hierarchies … and Teams … to add Networked Communities

Defined Work Domains: Virtual Teams Organised Task Oriented Problem Solving Communities of Practice Cross organisational

boundaries Closed membership

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Social Network Analysis

Exploration & Production

ExplorationsWilliams

DrillingTaylor

ProductionStock

Senior Vice PresidentJones

G & GCohen

PetrophysicalCross

ProductionO’Brien

ReservoirShapiro

PaineSmith Andrews Moore

Hughes Miller

Ramirez

Bell

Cole

Hussain

Kelly

Sen

Paine

Smith

Moore

HughesMiller

Ramirez Bell

Cole

Hussain

Kelly

Sen

Cohen Jones

Cross

Taylor

Williams

Shapiro

O’Brien

Stock

Andrews

From Hierarchies and Teams … to Networked Communities

Paine

HughesMiller

Bell

Cole

Hussain

Cohen

Taylor

Williams

Shapiro

Andrews

Extended Community who leverage Cole’s knowledge to do their jobs

The Challenges:1.How to extend that community?2.How to help the community to

operate more effectively?3.How to better leverage Cole’s

knowledge & skills?4.How to capture Cole’s knowledge

for the future?

The Challenges:1.How to extend that community?2.How to help the community to

operate more effectively?3.How to better leverage Cole’s

knowledge & skills?4.How to capture Cole’s knowledge

for the future?Social Network Analysis

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Capture the wisdom of the retiring crowd, while attracting and retaining a younger workforce

19% of the entire American workforce holding executive, administrative and managerial positions will retire in the next five years

Source: Beazley, et. al, Continuity Management, Mackay, Alan. “Mature Age Workers: Sustaining Out Future Labor Force.” An Ageless Workforce - Opportunities for Business' Symposium Conference Paper. August 27, 2003. www.ageing.health.gov.au/ofoa/wllplan/aawpapers.htm, Time to act quickly on aging.” The Japan Times Online. August 23, 2002 www.japantimes.co.jp/cgi-bin/getarticle.pl5?ed20020823a1.htm, A. Paulli, “Pension systems and gradual retirement in Italy”, September 2000, p.17

In the year 2000, there were more people receiving pensions in Italy (22 million) than people working (21 million)

Within the next seven years, over 33 million individuals in Japan (26% of the population) are expected to be over 65 years old.

By 2016, the number of individuals aged 60-64 in Australia is expected to almost double

How do we Capture the Knowledge and Pass on the Skills of those workers before they leave?

Age

Workforce

Fast to learnEager to gain knowledgeHighly IT literateUsed to Social Networking

Source of knowledgeHighly skilledValued mentorsMotivated to Communicate

StressedOverworkedTime constrainedNeed Help!

TransferKnowledge

& Help the

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Each Generation in the Workplace comes with its own Experiences and Expectations

Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.

Traditionalist

Boomer Gen X Gen Y

Training

Learning styleCommunication style

Problem-solving

Decision-makingLeadership styleFeedback

Technology use

Job changing

Classroom

The hard way

Top down

Hierarchical

Unwise

Team informed

Get out of the way

Unsure

Once per year

Sets me back

Seeks approval

Command & control

No news is good news

Uncomfortable

Too much and I’ll leave

Hub & spoke

Horizontal

Coach

Weekly/daily

Unable to work without it

NecessaryPart of my daily routine

Unfathomable if not provided

On demand

Partner

Team decided

Collaborative

Collaborative

Collaborative & networked

Continuous & expected

Facilitated

Guarded

Team included

Independent

Independent

Required to keep me

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INDUSTRY EXAMPLESTaking advantage of Web 2.0 to grow your business

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Retail: more trustworthy transactionseBay reputation-based selling

Seller reputation is founded on buyer reputations

Seller reputation is founded on buyer reputations

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Retail: more trustworthy transactionsReviews and ratings

Consumer ReviewsConsumer Reviews

Trust: Reviewer history

Trust: Reviewer history

Offering preview includes ratings

Offering preview includes ratings

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Entertainment: more effective personalizationRecommendations – based on your ratings

Movies are recommended based on what you’ve enjoyed in the past

Movies are recommended based on what you’ve enjoyed in the past

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Government: leverage the wisdom of crowdsCommunity patent review

The public can see patent applications before they are finalized, giving a chance to comment on claims or submit prior art

The public can see patent applications before they are finalized, giving a chance to comment on claims or submit prior art

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Finance: leverage the wisdom of crowds Tax guide emerging from the “wisdom of crowds”

This tax guide is a wiki, written by volunteer experts

This tax guide is a wiki, written by volunteer experts

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The United Nation’s (UN) World Urban Forum (WUF) and government of Canada engaged IBM to sponsor HabitatJam to help set the agenda for WUF3, the biannual conference on urban sustainability.

HabitatJam – the largest brainstorming ever on urban sustainability 39,000 participants from 191 countries Delegates, Politicans, Academics, Aid Organizations, & Slum

Dwellers (whose lives would ultimately be impacted)

On-the-ground events – Jam cafes – brought together thousands of slum dwellers (people who had never seen a computer): Kibera, Kenya: Hundreds of slum dwellers lined up for hours to

have their messages typed into a computer Delhi, India: 10,000+ people gathered in slums to express their

views and discuss the problems of the world's cities. Similar events were held in Russia, the Congo, Colombia,

Cameroon, Brazil, Uruguay, Peru and Bangladesh.

Foster rapid, collaborative innovation in the enterpriseExample: IBM Jams: Collaborative Innovation

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Real Estate: greater transparency through data mashups

This example is a “mashup” of data from local deed registrars and real estate listings

This example is a “mashup” of data from local deed registrars and real estate listings

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Government: expose data for greater impact Mapping avian flu data

Declan Butler (a reporter for Nature) is mapping H5N1 news reports onto Google Earth and posting them on his blog

Declan Butler (a reporter for Nature) is mapping H5N1 news reports onto Google Earth and posting them on his blog

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IBM social networking at work at Cardiff University

Improves research agenda with IBM Lotus Connections software

Business challenge Improve overall employee productivity by allowing faculty to tap into

the vast amount of knowledge and skills across the university

Solution An enterprise-wide directory service based on IBM Lotus Connections

software that:– Enables researchers and staff to search for skills, projects, teams

and knowledge throughout the institution– Allows users to locate information quickly, interact with people in

realtime and advance research projects through collaboration

Benefits Increased collaboration across previously isolated schools and faculties Improved the university experience of faculty and students Enhanced teaching methods and materials Increased efficiencies in research projects and grant management

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IBM Mashup Center at work at Boeing

Purpose: enable U.S. Federal Aviation Administration (FAA) officials to quickly identify the nearest airport that can safely handle an incoming aircraft for emergency response

Boeing Air Traffic Management

Created by IBM and Boeing to demonstrate next-generation aviation capabilities

Draws from existing data and systems to enable officials to react to unexpected events

Built within three weeks and delivered to the FAA, the U.S. Department of Defense and the U.S. Department of Homeland Security

“As an established innovator, Boeing believes in the power of Web 2.0 and embraces it not only for collaborative work, but also for the heavy lifting of enterprise planning and execution. IBM Mashup Center is playing a key role in our visionary approach to strategic asset management. It's critical to know where your major assets are and how to use them at any given time, situation or condition.”

— Paul Comitz, Boeing, IBM press release, June 5, 2008

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Entertainment: communication through popular mediaPublic contribution of photos and videos

Most news channels (and a few others) are seeking contributions from the general public, in the style of YouTube

Most news channels (and a few others) are seeking contributions from the general public, in the style of YouTube

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Advertising: communication through popular mediaDorito’s social marketing experiment

Superbowl commercials were produced by amateurs at very low cost

Superbowl commercials were produced by amateurs at very low cost

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Lotus Connections Accelerates Project Execution

Needed to improve productivity when working with contractors and partners across the US on education curriculums.

Challenge

Built strong relationships across several art archival and preservation organizations

Improved communication and status tracking of projects

Accelerated the delivery of education curriculums created by a disconnected teams

Business Value

Using the Activities component of Lotus Connections so their entire network of employees, partners and customers can collaborate on the execution of projects.

Solution

Small Non-ProfitArts Organization

Film Foundation

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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: 580k bookmarks; 1.4M tags; 20k users

• Activities: 50k activities, 425k entries; 80K users

• Instant Messaging: 4M+ per day

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: 580k bookmarks; 1.4M tags; 20k users

• Activities: 50k activities, 425k entries; 80K users

• Instant Messaging: 4M+ per day

UsageUsage

• 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

• 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 InvestmentReturn on Investment

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Embrace your customersExample: Intuit – Consumer product, professional & early adopter community users helping each other

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Embrace your customersExample: Patientslikeme – Patients helping each other & the medical community

For Patients: Provides a specialized social network

forum for patients that suffer from life altering diseases

Patients sharing their information, knowledge and experience & offering each other support

Consolidates personal accounts and tracks progress

For Doctors, Researchers, Pharma, Medical companies:

Provides Researchers insight & access to patient communities

Provides Doctors insight to how peers are approaching a particular ailment and medication (e.g., . distribution of dosage range, side effect frequencies)

Sources: company website, http://money.cnn.com/magazines/business2/business2_archive/2007/09/01/100169862/index.htm

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HOW DOES THIS ALL WORK?Taking advantage of Web 2.0 to grow your business

37

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Discovery of Expertise and Knowledge

Discovery

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Start with a person, or…

How do I search for Expertise or Knowedge?

start with a topic

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Start your search with a person, from Lotus Notes…

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…or from Outlook…

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… or Lotus Sametime…

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… or Microsoft Office…

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… or Lotus Quickr…

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… or Microsoft SharePoint…

Instructions for this custom integration can be found at: http://www.ibm.com/developerworks/lotus/library/connections-microsoft/

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… or WebSphere Portal…

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… or RIM BlackBerry…

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… or a Profiles search for an expert

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Then “absorb” that person’s Profile...

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…and “pivot” to their Blog, Communities, Bookmarks, Activities…

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Introducing Lotus Connections

Lotus Connections is social software for business that empowers you to be more effective and innovative by building dynamic networks of coworkers, partners and customers

Communities

Blogs Dogear

Activities

Profiles

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People are key to my business. How can Connections help me find expertise and build a social network?

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Profiles: Build and Stay In Touch With Your Network

Expanded customized profile data fields and views for your organization

Aggregate social data in one place for others to easily discover your work

Identify, develop and maintain a professional network with colleagues

Tag your colleagues and easily find them, search on them, and keep in touch with them

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How do you chat over lunch when your colleagues are spread around the world? How can you share information, get to know each other and find out how they can help you to do your job?

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Blogs: A Better Way to Share Your Knowledge

Additional information such as number of comments and entries related to blogs

Easily identify blog entries with the most recommendations and visits

Advanced sorting options to allow you to better manage information

Tags to assisting in finding relevant information

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Information is all over the place. How can Lotus Connections help me be more effective at finding information that is valuable and relevant?

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Dogear: Share and Discover Information

Flag a broken URL to alert the owner that a web site may be off-line

Notify your colleagues of interesting web sites

Filter the information relevant to your interests

Stay updated and get notified when new information is available

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People are key to growth. How can Connections help me reach out to customers, partners, and my employees to drive innovation into my business?

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Communities: Find Those With a Common Interest

Aggregates information from across Lotus Connections and external resources

Access to external community collaboration tools like wikis, teamrooms, chat

Discuss with subject matter experts, ask questions and share your knowledge

Allows you to address the community in external applications, like email

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Business is constantly changing. How can Connections help me work more effectively and share best practices?

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Activities: The Important Thing You Need To Do…

Plan resources to guide work, respond and take action

Improves your ability to track critical information and people

Leverage best practices through activity templates

Organize your activities in personalized views

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…Get Them Done the Way You Like to Work

Group activity entries together in customizable sections

Group relevant information together under main entries

Easily access related information in Lotus Quickr library and support publishing files to a Lotus Quickr library

Support custom activity properties

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Social data is ever expanding.How can Connections help me keep track of it all?

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The Home Page: Bring It All TogetherAggregates relevant social data throughout Connections

Improves your ability to track and discover critical information and people

Eases management of your incoming requests and tasks

Provides faster access to your rapidly expanding network

Composed of widgets that can be used in other web applications, including custom pages or mashups

Cross-Connections Search

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I won’t change the way I work. How can I use Connections without leaving the tools I use most?

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Connections: Follows You In Context

Improve the ability to use and customize the Lotus Connections business card in other applications

Allow Communities to leverage Lotus Sametime Advanced for real time collaboration

Lotus Quickr integrated into Communities and Activities

Microsoft Outlook integration

Integration with other applications

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Understand your Business Social Network

“Finding someone who might be able to help”

Relationship discovery

Social network analysis and visualisation

Degrees of separation

Find Contacts by Topic

“Connectedness” as a metric for success of social software

Research shows that people with larger contact networks obtain higher-paying positions than people with small networks Atlas for Lotus Connections

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Something to think about - How do youyou work?

Find information

Get an answer to a question

Ask for advice

Bounce off an idea

Get another opinion

The reality is that: There is too much information for us

to manage it by ourselves

Information from people is richer

We all need to connect and feel connected

Think about how often you connect with someone to:

1% create content "creators"9% enrich content " contributors"90% consume content "lurkers”

It’s all good!

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Why should you care about Web 2.0? (continued)

Companies are investing in Web 2.0 to increase their competitive advantage

Source: McKinsey Quarterly Survey on Web 2.0, July 2008.

1. Forrester, Global Enterprise Web 2.0 Market Forecast: 2007 To 2013, G. Oliver Young, April 21, 2008. 2 Gartner, Hype Cycle for Emerging Technologies, July 2008.3 Economist Intelligence Unit Survey, January 2007.

Web 2.0 adoption trends

21%

24% 24% 23%

27%

34% 33% 32%

29% 28%

Blogs RSS Wikis Podcasts Social networking

2007 2008

Forrester projects significant adoption of Web 2.0, saying that enterprise spending on Web 2.0 is expected to grow from US$764 million in 2008 to US$4.6 billion in 2013.1

Gartner ranks Web 2.0 as a transformational trend in the short term—less than two years.2

Twenty-two percent of organizations surveyed are using mashups now. An additional 42 percent plan to use mashups within two years.3

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Summary - Use social networks to create solutions

Innovative technologies are opening up an entirely new dimension to integrating an ecosystem – a long establish solution strategy

Solutions require better integration across business partners to meet client needs.

Social networks, enabled by innovative technologies, are critical components for creating these web-based solutions driving value in key areas: Building loyalty, trust and camaraderie in an increasingly mobile and global

marketplace

Fostering innovative discussion and support among online communities with committed participants, expert users and early adopters

Creating advocates for the company in the increasingly transparent world of the social web, where information and misinformation disperses instantaneously.

Our analysis identified 55% of sampled large enterprises and 37% of start-ups are exploring Web 2.0 through social networks & corresponding ecosystems

Our analysis identified 55% of sampled large enterprises and 37% of start-ups are exploring Web 2.0 through social networks & corresponding ecosystems

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Summary – Use Web 2.0 for business advantage

More trustworthy transactions

More effective personalization

Increased sense of community

COMMUNITY

SIMPLE

Richer interaction Extended reach through open data access Improved service through feedback methods

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Summary: The Value of Social Software for Business

Complete Tasks Faster

Execute with Confidence

Grow through Innovation

Empower People

Questions?

Thank You

[email protected]: sandeep.bakhshiTwitter: sbakhshi

Web 2.0 is Us(ing)/Us