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IBM Social Business for ISVs 2013
 

IBM Social Business for ISVs 2013

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Apresentação realizada no dia 2 de julho de 2013 no evento IBM Mobile and Social Business, no Hotel Unique, em SP

Apresentação realizada no dia 2 de julho de 2013 no evento IBM Mobile and Social Business, no Hotel Unique, em SP

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    IBM Social Business for ISVs 2013 IBM Social Business for ISVs 2013 Presentation Transcript

    • © 2013 IBM Corporation Social Business Colaboradores e Clientes conectados para melhores resultados Flávio Mendes IBM Latin America Social Business & Collaboration Blog: Explora! fgfmendes.blogspot.com Twitter: @fmendes LinkedIn: br.linkedin.com/in/flaviomendes/
    • © 2013 IBM Corporation Parte 1 – Onde estamos?
    • © 2013 IBM Corporation A quinta era de TI: Social Business Anos 60 O Mainframe Anos 70 Mini Computadores Anos 80 Computadores Pessoais Anos 90 Redes Locais 2000 Redes Sociais Computação em Nuvem Mobilidade Big Data
    • © 2013 IBM Corporation “Muitas empresas estão morrendo não porque façam coisas erradas, mas porque elas continuam fazendo a coisa certa por um tempo longo demais” Prof. Yves Doz, do Insead, França não porque façam coisas erradas continuam fazendo a coisa certa por um tempo longo demais
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation Parte 2 – Na IBM
    • © 2013 IBM Corporation 2013+ Na IBM, assistimos a transformação da Intranet em uma Intranet Social Consumo Participação
    • © 2013 IBM Corporation Números – Uso de Ferramentas Sociais na IBM
    • © 2013 IBM Corporation Progamas de Inovação trazem valor para o negócio IBM Research First-of-a-Kind Global Tec hnology Outlook Mobilizar e Colaborar Incubar, prototipar e validar Implementar, Levar para o mercado Idéias Academia Empregados Clientes Technology Adoption Program Parceiros
    • © 2013 IBM Corporation Ei! 190 milhões de treinadores  300 mil tweets nos jogos da fase eliminatória  1,5 milhão de tweets na final  6 mil tweets por minuto  Processamento em tempo real  Suporte integral à lingua portuguesa
    • © 2013 IBM Corporation Ei! 190 milhões de treinadores
    • © 2013 IBM Corporation Ei! 190 milhões de treinadores
    • © 2013 IBM Corporation Ei! 190 milhões de treinadores
    • © 2013 IBM Corporation Ei! 190 milhões de treinadores
    • © 2013 IBM Corporation Parte 3 – Pontos Chave
    • © 2013 IBM Corporation 23 Ligar a Estratégia Social aos Objetivos de Negócio  O primeiro passo para desenvolver uma Estratégia Social é entender o que se ser quer alcançar  A Estratégia Social deve suportar diretamente ou estar ligada a um objetivo de negócio  A Estratégia deve ser conhecida e compartilhada por todos os níveis em uma organizaação  Para qualquer objetivo traçado, é fundamental que ele seja “SMART” (specific, measurable, attainable, realistic, and time-based).
    • © 2013 IBM Corporation Adoção: Gamification 1. Pesquisas indicam que aprendemos mais efetivamente quando o ambiente acadêmico simula o “mundo real” 2. 80% do aprendizado de funcionários acontece no ambiente de trabalho e não em salas de aula 3. Simuladores auxiliam na melhoria de skills ao fornecer um ambiente mais próximo da realidade 4. Considerando que a força de trabalho está se tornando mais jovem, o uso de conceitos e tecnologias de jogos (Gamification) pode aumentar significativamente o aprendizado de funcionários
    • © 2013 IBM Corporation 25 Métricas:  Volume de conversação  Expansão  Uso de palavras chave e tags  Métricas:  Referências em pesquisas de terceiros  Links de outros sites “sociais”  Lista de influenciadores  Métricas:  Distribuição do conhecimento  Downloads  Rankings de pesquisa Métricas:  Número de participantes (e.g., visitas, visitas únicas, etc.)  Volume de posts/perguntas  Novos registros Métricas:  “Online buzz”  Aumento nas oportunidades e no faturamento Monitor the Market Conversation Understand the Impact Empower Customer Advocacy Maximize Digital Asset Distribution Identify & Engage the Influencers Métricas...
    • © 2013 IBM Corporation Analytics: Gatorade's Command Center
    • © 2013 IBM Corporation Reputação Online – United Airlines
    • © 2013 IBM Corporation Reputação Online – United Airlines
    • © 2013 IBM Corporation The history so far, by Wikipedia  The YouTube video was posted on July 6, 2009. The video garnered over half a million hits by July 9, million by mid-August 2009, and 10 million by February 2011.  Rob Bradford, United's managing director of customer solutions, telephoned Carroll to apologize for the foul-up and to ask if the carrier could use the video internally for training. United mentioned it hoped to learn from the incident, and to change its customer service policy as a result of the incident.  Bob Taylor, owner of Taylor Guitars, immediately offered Carroll two guitars and other props for his second video.The song hit number one on the iTunes Music Store the week following its release.  Since the incident, Carroll has been in great demand as a speaker on customer service. On one of his trips as a speaker, United Airlines lost his luggage.  In December 2009, Time magazine named "United Breaks Guitars" No. 7 on its list of the Top 10 Viral Videos of 2009.  In January 2012, Carroll and "United Breaks Guitars" were featured in the CBC/CNBC documentary Customer (Dis)Service.  In May 2012, Carroll published a book, United Breaks Guitars: The Power of One Voice in the Age of Social Media, detailing his experiences.  In January 2013, the success of Carroll's online protest was used by the German television and news service Tagesschau to exemplify a new kind of threat facing corporations in the internet age.  Stock price effect: Within 4 days of the video being posted online, United Airline's stock price fell 10%, costing stockholders about $180 million in value.  However, other analysts have questioned whether this price drop can be directly linked to the video; they note that some other airlines (American, Continental, Delta, and Southwest) also had drops in their stock price on that date, and that United stock had been on a roller coaster all that quarter, including some days with drops greater than 10% in value. Additionally, since the video was posted on July 6, the cumulative stock price drop was only 2% (from 3.34 to 3.26). According to UAL's stock prices, the stock started the year at $11.87, but dropped to a low of $3.94 on March 6. On July 2, UAL traded at $3.31 and $4.12 on July 31, growing by 24% for the month. It traded $12.91 by Dec 31, 2009, up 390% since July 2.
    • © 2013 IBM Corporation Reputação Online - Fedex
    • © 2013 IBM Corporation Reputação Online - Fedex
    • © 2013 IBM Corporation Parte 4 – IBM Connections developerWorks, Greenhouse & OpenSocial
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation IBM Connections: on-premises, cloud ou híbrido
    • © 2013 IBM Corporation IBM Connections: on-premises, cloud ou híbrido
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation  É uma rede social que explora o potencial de interconexões, equipamentos e conhecimentos entre pessoas, empresas e tecnologias Desenvolvendo para o IBM Connections: developerWorks
    • © 2013 IBM Corporation • Mais de 8 milhões de profissionais de TI em todo o mundo • Mais de um milhão de usuários no Brasil. • Contém 30.000 artigos, fóruns que atraem 1 milhão de visitantes por mês, 400.000 perfis ativos, 800 bloggers e 450 wikis Desenvolvendo para o IBM Connections: developerWorks
    • © 2013 IBM Corporation Desenvolvendo para o IBM Connections: developerWorks
    • © 2013 IBM Corporation Desenvolvendo para o IBM Connections: developerWorks
    • © 2013 IBM Corporation Desenvolvendo para o IBM Connections: developerWorks
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation Desenvolvendo para o IBM Connections: OpenNTF.Org
    • © 2013 IBM Corporation Participe, submeta seu projeto até 3 de Novembro Desenvolvendo para o IBM Connections: OpenNTF.Org
    • © 2013 IBM Corporation Desenvolvendo para o IBM Connections: OpenNTF.Org
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation Desenvolvendo para o IBM Connections: IBM Greenhouse
    • © 2013 IBM Corporation Desenvolvendo para o IBM Connections: IBM Greenhouse
    • © 2013 IBM Corporation Parte 5 – Casos de Sucesso
    • © 2013 IBM Corporation Caso de Uso #1: Cemex - Colaboração em Projetos • Cemex uses the platform to accelerate product development, share best practices globally and drive strategic initiatives such as its low carbon sustainability strategy.  • In addition, Shift provides a single and seamless gateway for employee communications as well as powerful social business tools that drive employee collaboration. The Shift platform also provides a channel for quickly locating experts and expertise, regardless of location.
    • © 2013 IBM Corporation Caso de Uso #2: Pepsi Co - Colaboração em Projetos • Connections software makes it easier for colleagues doing complementary work to network and share expertise, even if they didn't know each other before. • IBM social software can enable PepsiCo associates to collaborate better with those outside the company as well. Global R&D, for instance works closely with university researchers, who “bring to the table knowledge that isn't inherent in our organization,” says Barth. “Given the focus of R&D on new product innovation, it's critical to connect outside experts to our associates throughout the organization.” Similarly, the ability to connect broadly with scientific associations, research foundations and alliances should help global R&D expand its expertise and drive new product innovation. "If we can connect associates more quickly, and give them better tools for sharing expertise and best practices, we can drive innovation and increase productivity across the entire global organization." -- Jeff Barth, senior director of portal collaboration and digital shared services, PepsiCo Inc.
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation Caso de Uso #3: Hansgrohe - Colaboração em Projetos Within six months of implementing IBM Connections 3.0.1 software, Hansgrohe significantly improved communications for international projects. Using this solution provided greater transparency and made it easier for the client to connect the right employees with one another.  With Connections software, the client now has a centralized and standardized collaboration platform with numerous functions that help ensure that information reaches the proper personnel in a timely fashion. The solution also reduced redundancies by having all the information in the same location.
    • © 2013 IBM Corporation Caso de Uso #4: Staples - Comunicação Interna (Comunicações) Staples gained a streamlined social-business network for its employees that supports knowledge sharing and collaboration. Employees use the Hub portal solution to gain valuable insight into product capabilities and build professional relationships. In turn, staff productivity and satisfaction increased, as has business growth and the client's revenues. "We’re thrilled with the partnership. IBM Software Services for Collaboration and the IBM Software Accelerated Value Program brings us services and products to ensure that our web portal and social networking can expand to grow our business. In fact, the Staples intranet, 'the Hub,' was named by Nielsen Norman Group as one of the top 10 intranet sites of 2012."  -- Joanna Sheyner, senior IT manager - portal systems, Staples
    • © 2013 IBM Corporation Caso de Uso #5: HSBC - Comunicação Interna (Comunicações) HSBC Bank plc achieved the following benefits: - Boosted employee participation in pertinent business discussions - Encouraged employees to share ideas, resulting in several cost-saving opportunities, including an idea that is expected to save more than GBP100,000 - Simplified collaboration by providing secure and reliable communication outlets supported by a robust platform "There are several cost-saving ideas being implemented that will immediately save hundreds of thousands of pounds. The service is getting commendation from the very highest level of the bank, and we recently even modified it to serve as a tool for polling questions to the UK CEO, on his request."  -- Richard Jeans, innovation management department, HSBC Bank plc
    • © 2013 IBM Corporation
    • © 2013 IBM Corporation Caso de Uso #6: Colgate - Comunicação Interna (Comunicações) Colgate-Palmolive improved the productivity of all employees and enabled the Global Information Technology department to more quickly deliver IT improvements to the enterprise.  Within the Global Information Technology team, the staff benefits from common collaboration tools and unified, up-to-date information. Department members can easily share files, presentations and best practices to accelerate learning and improve overall operations. Staff members can also streamline event management by storing best practices in shared event templates. "IBM Connections software lessens the difficulty of collaborating across time zones. We think it will bring our employees closer together, making them more productive in their interactions with others around the world.  "IBM is our strategic business partner. It listens to our requests and adds features to the next release. We're very happy with the IBM suite of integrated applications."  -- Linda Van de Wiele, associate director, Colgate- Palmolive
    • © 2013 IBM Corporation Caso de Uso #7: Electrolux - Comunicação Interna (Comunicações) •Increases employee networking capabilities to boost internal intranet activity and communication company wide •Identifies solution supporters and helps build grassroots interest, support and adoption to encourage the exchange of ideas •Establishes important strategic communities and editorial content that inspires and engages people, while social collaboration and personalization features empower employees to act “By using Connections to engage employees, deliver content and encourage collaboration, we can enhance our products as well as our business strategy and culture.”
    • © 2013 IBM Corporation Caso de Uso #8: Omron - Gestão de Conhecimento Omron Europe enabled a unified user experience that helps its staff members use social- media collaboration tools to maximize the value of information-sharing across its continental enterprise.
    • © 2013 IBM Corporation Caso de Uso #9: Prudential - Localização de Especialistas •Enables employees to quickly find subject matter experts (via searchable profiles) with the key skills required to enhance products and services •Improves internal productivity and efficiency by empowering employees to initiate enterprise-wide collaboration (via blogs, wikis and discussion forums) and build new skills •Provides an innovative approach to knowledge sharing and improved access to information, helping the company maintain its competitive advantage in a crowded marketplace “Our IBM social business solution provides us with a robust, secure portal with which to improve employee collaboration worldwide. Access to diverse knowledge and skills helps us sharpen our competitive edge.”
    • © 2013 IBM Corporation Caso de Uso #10: Boston Childre’s Hospital - Treinamento e Suporte a Clientes Improved the skills applied to patient care and improved impact on patient outcomes  - Experiential social network learning with complimentary expert and peer contextual commentary - Reduced dependency on availability of experts (it also frees up the experts to focus on new activities) - Decreased cost of care (efficiency metrics such as training, equipment utilization, length of stay, transporting patient to location with specialty skills, etc.).
    • © 2013 IBM Corporation Flávio Mendes IBM Latin America Portal and Social Business Tiger Team Leader Rio de Janeiro - Brasil Tel 55 21 9999-9559 Email: fmendes@br.ibm.com Blog:fgfmendes.blogspot.com fmendes@br.ibm.com @fmendes fgfmendes.blogspot.com