IBM CHRO Study and Smart Work Djalma Pinto de Britto [email_address] @djalmab IBM Software Group
Agenda for today <ul><li>The CHRO Study </li></ul><ul><li>CHRO Study Main Findings </li></ul><ul><li>Social Business </li>...
707 HR executive interviews Key Themes <ul><li>Cultivating creative leaders </li></ul><ul><li>Mobilizing for speed and fle...
The IBM CHRO Study <ul><li>Conducted late 2010 </li></ul><ul><li>Run aprox  every 2 years </li></ul><ul><li>Interview with...
Agenda for today <ul><li>CHRO Study Main Findings </li></ul><ul><li>Social Business </li></ul><ul><li>Use Cases of Social ...
What was the Output of the 2010 Study ? <ul><li>Boardless World </li></ul><ul><ul><li>Increase of communication among coun...
3 Great Themes around 2010 CHRO Study Cultivating creative leaders Desarrollando la siguiente generación de líderes para u...
These Challenges Requires from HR Leaders <ul><li>Cultivating creative leaders </li></ul><ul><ul><li>CHROs need to focus o...
Some comments from your peers
Agenda for today <ul><li>Social Business </li></ul><ul><li>Use Cases of Social business into HR </li></ul><ul><li>Referenc...
The 5 th  Era of Transformation People have the Info… Real question is “How to retain/use it ? “ Mainframe Departmental PC...
91% of adults use a social network 800M  Active facebook users 510,000 comments per minute 200M registered users 119M twee...
Social Business Social Media Marketing and PR Focus in the Organizations and processes Social Media vs. Social Business Co...
Why this is important to me ? Social Tools – What you really get from them. Blogs – Express Opinions Communities - Congreg...
Social Business Framework Product Development and Service Marketing,  Customer Service Enhance Customer Relations Speed to...
Social Business Maturity Model
Agenda for today <ul><li>Use Cases of Social business into HR </li></ul><ul><li>Reference Cases </li></ul><ul><li>Demo </l...
Growth in Latin America 2010/2011  figures <ul><li>Average Expected  Growth 5.2% </li></ul><ul><li>Low  Average Unemployme...
*IBM CHRO Study, 2010 “ Our current stance is defensive to protect our profits under difficult economic circumstances; how...
HR process that have “fit” for Social Business <ul><li>Sourcing and Recruiting  </li></ul><ul><li>Marketing and Communicat...
Social Business for HR and Talent Management (*)  “The rise of the networked enterprise.  Web 2.0 finds its payday”  – McK...
Centralized Open and collaborative Ad-hoc Collaboration Focus in Communities Focused in Metadata Relevance / Tags / Rating...
Bernardo / Carolina and Old Cars – Social Learning
Agenda for today <ul><li>Reference Cases </li></ul><ul><li>Demo </li></ul>
Fostering Innovation  Speed and Flexibility Creative Leadership
A Sample Case of Ideation Success <ul><li>Largest bank in South America </li></ul><ul><li>Business Challenges  </li></ul><...
Fostering Execution Speed <ul><li>It’s all about  </li></ul><ul><ul><li>What you do not know </li></ul></ul><ul><ul><li>Ho...
Client Conectivity
Objetivos:   Estrategia:
 
Con el correcto programa, la adopción es viral
Sogeti Objective – Connect Consultants Reducing Costs <ul><ul><li>Corporate Culture </li></ul></ul><ul><ul><li>200 Offices...
Track 3: Optimizing the Workforce Social Businesses improve the effectiveness of their people and unlocking talent and ski...
Gracias !
 
Cultivating Creative Leaders 2008/2009 2010/2011
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  • And HR executives are being asked by their CEOs and their business unit leaders to play an increasingly important role in these growth and innovation initiatives. This is no coincidence: HR leaders are uniquely positioned to play a key role in helping their organizations make this strategic shift. A recent study by IBM, the 2010 Chief Human Resources Officers Study, interviewed HR leaders in more than 700 organizations across 61 countries. As part of this work, nearly 600 senior global HR leaders contributed in-depth interviews, providing a great depth of information about the current state of the HR profession and the road ahead. One of the key insights from that report is that HR leaders are quite adept at managing costs, productivity, sourcing and performance measurement. Unfortunately, the shifting strategic landscape is resulting in a marked skills gap in three specific areas: #1: rapidly developing workforce skills and capabilities are increasingly critical as new opportunities and competitive threats appear faster than ever. Whether industry, sector, technological, geographic or social, the need to quickly learn new skills and re-adjust workers&apos; capabilities is more important than ever. #2: As organizations and their environments become increasingly complex and networked, knowledge is more and more diffuse amongst larger groups of people. SHARED Information is therefore becoming the new currency, where power is derived not from information scarcity, but from insights gained through sharing. #3: These complex, interconnected environments require a different kind of leader, one who is comfortable with rapidly shifting leadership styles and modes. A one-size-fits-all leadership strategy is increasingly irrelevent in a global mosaic or cultures, styles, technologies and workers.
  • Centennial story: IBM Recent milestones -company marked by century of innovation -business and technology Core: apply technology to solve complex business process problems Example: social security, banking 360- transaction processing); retail (ban center--&gt; innovation Parallel investments in grand chalelnges Deep blue, watson, healthcare, DNA sequence/MRSA
  • Social media on right – for marketing and PR Social business on left – throughout the organization, aligned organization, all departments, integrated in business processes…
  • We’ve mapped out entrypoints across the horizontal roles of Marketing, Customer Service, Product / Service Development and Talent Management. It’s important to walk through how a traditional business compares to a social. Each of these tracks align to the 4 horizontal role presentations.
  • Recent research from the recent IBM 2010 CEO Study, and from others indicate that many organizations are now ready to begin thinking about moving beyond the defensive positions of the past three years to refocus on growth and innovation. Certainly, the importance of improving operational efficiency will continue to exert a strong influence on organizational strategies. The specific outlook by industry or sector does vary, as does the viewpoint between emerging and mature economies. However, overall it&apos;s safe to say that record corporate profits in many sectors, and continued growth in emerging markets, are increasing the pressures on leaders to begin looking for new opportunities for growth and investment.
  • BASF Ludwigshafen, Germany http://www.basf.com/group/corporate/en/ BASF at a glance BASF is the world’s leading chemical company. With about 109,000 employees, six Verbund sites and close to 385 production sites worldwide we serve customers and partners in almost all countries of the world The world&apos;s leading chemical company Chemistry is about every aspect of life. BASF is connected to deliver intelligent and sustainable solutions. 105k Employees About 1300 new patents filed in 2009 6 Verbund sites and about 380 production sites With connect.BASF, employees can: Present themselves and be visable using profiles Find experts and information using search and tags Buildup &amp; strengthen network ties through communities Share knowledge and experiences using blogs, bookmarks and forums Work together across units with files Collaboration and gain access to collective knowledge through wikis
  • Great case example of how launch communications drive the adoption.
  • Sogeti is a leading provider of professional technology services, specializing in application management, infrastructure management, high-tech engineering and testing. Sogeti brings together more than 20,000 professionals in 15 countries and is present in over 200 locations in Europe, the US and India. For Sogeti, the challenge was getting this very distributed organization to all point in the same direction. With many employees working from client sites, home, and small satellite offices, how could Sogeti knit together a stronger sense of a single Sogeti cultural identity that aligns to the same business strategy? To support innovation and growth that would let it enter new markets, the company decided to find ways of fostering teamwork and peer communication among its multiple business groups and locations. Since Sogeti’s people are the company’s most valuable asset, a powerful tool was needed to connect Sogeti people all over the world, providing them with a social platform that would allow them to share information and collaborate. To support that goal, Sogeti worked with IBM to develop TeamPark, an internal collaborative platform for employees. TeamPark enables sharing of almost any kind of data, including reports, graphics, white papers, videos, photos and bookmarked Web sites. An Integrated active profile directory provide a way to identify experts across the company’s 200 office locations. This accelerates knowledge transfer, allowing experts to find each other quickly. Again, the benefits have been tangible. Sogeti was able to greatly improve internal knowledge sharing and collaboration. TeamPark provides a unified entry point to information, ensuring users will find the latest updates and reducing search time for finding staff expertise. TeamPark also speeds the formation of consulting teams for customer engagements, helping Sogeti more quickly enter new markets, driving new revenue and market-share opportunities.
  • Chro eventv4

    1. 1. IBM CHRO Study and Smart Work Djalma Pinto de Britto [email_address] @djalmab IBM Software Group
    2. 2. Agenda for today <ul><li>The CHRO Study </li></ul><ul><li>CHRO Study Main Findings </li></ul><ul><li>Social Business </li></ul><ul><li>Use Cases of Social business into HR </li></ul><ul><li>Demo </li></ul>
    3. 3. 707 HR executive interviews Key Themes <ul><li>Cultivating creative leaders </li></ul><ul><li>Mobilizing for speed and flexibility </li></ul><ul><li>Capitalizing on collective intelligence </li></ul>404 HR executive interviews Key Themes <ul><li>Developing an adaptable workforce </li></ul><ul><li>Closing the leadership gap </li></ul><ul><li>Cracking the code for talent </li></ul><ul><li>Driving growth through workforce analytics </li></ul>2005 The Capability Within 320 HR executive interviews Key Themes <ul><li>The menace of maturity </li></ul><ul><li>The quest for talent </li></ul><ul><li>Retaining key people </li></ul><ul><li>Measuring performance </li></ul>The 2010 Global Chief Human Resource Officer (CHRO) Study builds on our insights and findings over the last five years 2010 Working beyond Borders 2008 Adaptable Workforce
    4. 4. The IBM CHRO Study <ul><li>Conducted late 2010 </li></ul><ul><li>Run aprox every 2 years </li></ul><ul><li>Interview with More than 700 HR Leaders </li></ul><ul><li>61 different Countries </li></ul><ul><li>Tried to obtain their main challenges and needs for the next 3 years </li></ul><ul><li>Part of the broader set of studies ( CIO, CEO, CMO,...) </li></ul><ul><li>Full Study Freely available for download ( From IBM Free ? ) </li></ul><ul><li>Available in Spanish / English / Portuguese </li></ul><ul><li>http://www-935.ibm.com/services/c-suite/series-download.html </li></ul><ul><li>IBM uses the output of these studies to align our offering Portfolio to market needs </li></ul><ul><li>Extremely good insight from your peers </li></ul>
    5. 5. Agenda for today <ul><li>CHRO Study Main Findings </li></ul><ul><li>Social Business </li></ul><ul><li>Use Cases of Social business into HR </li></ul><ul><li>Reference Cases </li></ul><ul><li>Demo </li></ul>
    6. 6. What was the Output of the 2010 Study ? <ul><li>Boardless World </li></ul><ul><ul><li>Increase of communication among countries </li></ul></ul><ul><li>Work is not a place anymore.Today, work can be easily performed across various cultures, geographies and time zones. </li></ul><ul><li>Latin American Companies going Multi National </li></ul><ul><ul><li>distance and even language to create a global forum for the exchange of ideas and information. </li></ul></ul><ul><li>Instrumented, interconnected, intelligent systems seamlessly link organizations from every part of the world. </li></ul><ul><li>But there are many limiting factors still in place </li></ul><ul><ul><li>Emerging Markets -> Mature Markets </li></ul></ul><ul><ul><li>Innovation is the key for any recent success </li></ul></ul><ul><ul><li>Growth Opportunities </li></ul></ul><ul><ul><li>Speed is key </li></ul></ul>
    7. 7. 3 Great Themes around 2010 CHRO Study Cultivating creative leaders Desarrollando la siguiente generación de líderes para una fuerza laborar más global, flexible y diversa Mobilizing for speed and Flexibility Rapidamente desarrollar y desplegar skills en la fuerza laboral para atender oportunidades emergentes Capitalizing on collective intelligence A través de colaboración y compartir conocimiento lograr conseguir eficiencia y generar un ambiente de innovación
    8. 8. These Challenges Requires from HR Leaders <ul><li>Cultivating creative leaders </li></ul><ul><ul><li>CHROs need to focus on facilitating the development of energized leaders with a flair for thinking about opportunities and challenges in completely different ways. </li></ul></ul><ul><ul><li>These leaders must be able to provide direction to, as well as motivate, reward and drive results from an increasingly dispersed and diverse employee base. </li></ul></ul><ul><li>Mobilizing for speed and flexibility </li></ul><ul><ul><li>Companies must be willing to simplify processes and provide fast, adaptive workforce solutions to meet the requirements of a quickly changing marketplace. </li></ul></ul><ul><ul><li>A responsive human capital supply chain and the ability to fluidly allocate resources are essential for competitive differentiation in today’s tumultuous environment. </li></ul></ul><ul><li>Capitalizing on collective intelligence </li></ul><ul><ul><li>Tapping into a broad base of institutional knowledge is critical to developing and maintaining an innovative culture. Enterprises must adapt innovations, apply them across their organizations and find new ways to connect people to each other and to information, both internally and externally. </li></ul></ul>
    9. 9. Some comments from your peers
    10. 10. Agenda for today <ul><li>Social Business </li></ul><ul><li>Use Cases of Social business into HR </li></ul><ul><li>Reference Cases </li></ul><ul><li>Demo </li></ul>
    11. 11. The 5 th Era of Transformation People have the Info… Real question is “How to retain/use it ? “ Mainframe Departmental PCs Internet Social
    12. 12. 91% of adults use a social network 800M Active facebook users 510,000 comments per minute 200M registered users 119M tweets per day 100M Linkedin Members One New user each minute Status Quo of Social Tools usage People Interaction inSocial Networks generate Explicit Knowledge ! If Knowledge is there.. I can search and find it !
    13. 13. Social Business Social Media Marketing and PR Focus in the Organizations and processes Social Media vs. Social Business Conectado Transparente Ágil
    14. 14. Why this is important to me ? Social Tools – What you really get from them. Blogs – Express Opinions Communities - Congregate Files – Share content Micro-blogging - Share Profiles – Be found Activities Bookmarks – Share content Forums - Reach common sense 0 Wikis – Keep Info Updated Social Analytics -
    15. 15. Social Business Framework Product Development and Service Marketing, Customer Service Enhance Customer Relations Speed to Market Flexibility RH / Operations Results Social Business Traditional Enterprise <ul><li>'Push' marketing </li></ul><ul><li>Brand Control </li></ul><ul><li>Invertir en I+D </li></ul><ul><li>Ideas de expertos </li></ul><ul><li>Separate Units </li></ul><ul><li>Rigid Process </li></ul><ul><li>Listen to Market </li></ul><ul><li>Generate Sponsors </li></ul><ul><li>Joint Development </li></ul><ul><li>Connect with Experts </li></ul><ul><li>Build Communities </li></ul><ul><li>Create trust Relationships </li></ul>
    16. 16. Social Business Maturity Model
    17. 17. Agenda for today <ul><li>Use Cases of Social business into HR </li></ul><ul><li>Reference Cases </li></ul><ul><li>Demo </li></ul>
    18. 18. Growth in Latin America 2010/2011 figures <ul><li>Average Expected Growth 5.2% </li></ul><ul><li>Low Average Unemployment 8.2% - > 7.8% (16 M people got a job !) </li></ul><ul><li>In colombia Unemployment rate 2010 2011 was 14% – 9% </li></ul><ul><li>Expected > 3% growth in 2011 </li></ul><ul><ul><li>Argentina </li></ul></ul><ul><ul><li>Brazil </li></ul></ul><ul><ul><li>Bolivia </li></ul></ul><ul><ul><li>Chile </li></ul></ul><ul><ul><li>Colombia </li></ul></ul><ul><ul><li>Dominican Republic </li></ul></ul><ul><ul><li>Mexico </li></ul></ul><ul><ul><li>Paraguay </li></ul></ul><ul><ul><li>Panama </li></ul></ul><ul><ul><li>Peru </li></ul></ul><ul><ul><li>Uruguay </li></ul></ul>
    19. 19. *IBM CHRO Study, 2010 “ Our current stance is defensive to protect our profits under difficult economic circumstances; however, over the medium and long term, our agenda is geared toward global growth.” Director de Operaciones, UK Organizations are transforming their strategies – Growth with Efficiency Today In 3 years Better Efficiency 44% 64% New Market and Segments 31% 44% Develop New Products and Services 35% 48%
    20. 20. HR process that have “fit” for Social Business <ul><li>Sourcing and Recruiting </li></ul><ul><li>Marketing and Communications </li></ul><ul><li>Connecting with Experts and colleagues </li></ul><ul><li>Job Lists </li></ul><ul><li>Curriculum Management </li></ul><ul><li>Marketing & Communications </li></ul><ul><li>Presence </li></ul><ul><li>Auto Service </li></ul><ul><li>Onboarding </li></ul><ul><li>Communities for new employees </li></ul><ul><li>Employee Development and Leadership </li></ul><ul><li>Internal Communications </li></ul><ul><li>Coaching and Feedback </li></ul><ul><li>HR Operations </li></ul><ul><li>E-learning / Social Learning </li></ul><ul><li>… </li></ul>
    21. 21. Social Business for HR and Talent Management (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010 (**) Based on Business Value Assessment results for HR and Talent Management Opportunity (ROI)** Better Retention and engagement <ul><li>Faster On-boarding & M&A = 10% cheaper </li></ul><ul><li>Reducing new employee training costs in 15% </li></ul><ul><li>Reduction on trips can generate at least US$ 2k dollars per employee/ year </li></ul>
    22. 22. Centralized Open and collaborative Ad-hoc Collaboration Focus in Communities Focused in Metadata Relevance / Tags / Rating Usually Internal In / Out of the company Content Focused Focus on people Tradicional KM Focus on content, store, retrieve, management Social Knwoledge Mgmt. Identify what is relevant to whom.. Social KM is a smart Approach
    23. 23. Bernardo / Carolina and Old Cars – Social Learning
    24. 24. Agenda for today <ul><li>Reference Cases </li></ul><ul><li>Demo </li></ul>
    25. 25. Fostering Innovation Speed and Flexibility Creative Leadership
    26. 26. A Sample Case of Ideation Success <ul><li>Largest bank in South America </li></ul><ul><li>Business Challenges </li></ul><ul><ul><li>Better customer Service </li></ul></ul><ul><ul><li>Agency Remodelling project </li></ul></ul><ul><ul><li>Enhancements on the web site to make it more appealing and foster UpSell – Cross Sell </li></ul></ul><ul><li>Employees are also customers  </li></ul><ul><ul><li>Launched an Ideation that ran for a week </li></ul></ul><ul><ul><li>Hundreds of excellent ideias </li></ul></ul><ul><ul><li>Many of them graduated </li></ul></ul><ul><ul><li>Enhacements on their web site, agency lay out and customer support process </li></ul></ul><ul><li>The best and most voted ideas received a prize </li></ul>
    27. 27. Fostering Execution Speed <ul><li>It’s all about </li></ul><ul><ul><li>What you do not know </li></ul></ul><ul><ul><li>How to Reach People </li></ul></ul><ul><ul><li>To find an answer for a business Problem </li></ul></ul><ul><li>Answers rely on </li></ul><ul><ul><li>Content </li></ul></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Places </li></ul></ul>http://www.managementexchange.com/story/shift-changes-way-cemex-works
    28. 28. Client Conectivity
    29. 29. Objetivos: Estrategia:
    30. 31. Con el correcto programa, la adopción es viral
    31. 32. Sogeti Objective – Connect Consultants Reducing Costs <ul><ul><li>Corporate Culture </li></ul></ul><ul><ul><li>200 Offices 14 Countries </li></ul></ul><ul><ul><li>Better Response time = finding experts reduce the consulting costs making their proposal more appealing to customers and precise on results. </li></ul></ul>“ People are finding each other, creating new services. It could be an extremely valuable part of our culture.&quot; – Erik van Ommeren
    32. 33. Track 3: Optimizing the Workforce Social Businesses improve the effectiveness of their people and unlocking talent and skills that otherwise might have gone unnoticed. Now more than ever, leaders need to focus on rapidly developing workforce skills and capabilities, fostering collaboration and knowledge sharing, and developing future leaders. Learn from experts leading the way in workforce transformation, who will share their successes in developing and bringing together the right talent at the right times to support better, faster solutions to business problems. Join the Connect conversation with #IBMConnect Register at: ibm.com/connect
    33. 34. Gracias !
    34. 36. Cultivating Creative Leaders 2008/2009 2010/2011

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