Your SlideShare is downloading. ×
0
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Parte 1   20120417 o que e social business e ib mppt
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Parte 1 20120417 o que e social business e ib mppt

359

Published on

Published in: Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
359
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
11
Comments
0
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • As communication is mediated by technology, more people can work effectively at a distance, and some even feel a “sense of community” Collaboration within communities is an important aspect of why we form communities. Initial communities (0.0) characterized by geographic co-location Current age (1.0) characterized by interaction of individuals, over the Web, with a server The emerging community 2.0 will be characterized by the interaction of people with people over the Web. Communities have been evolving in their “degree of digitization”, as shown by the arrows. Not all segments are equally evolved (can draw with the end points of arrows at somewhat different points in the spectrum) It might even be interesting to note that "old" technology like MMOGs is probably pretty far along the spectrum, while most collaboration software is not. ----------- RCS The Revision Control System (RCS) manages multiple revisions of files. RCS automates the storing, retrieval, logging, identification, and merging of revisions. RCS is useful for text that is revised frequently, including source code, programs, documentation, graphics, papers, and form letters. RCS was first developed by Walter Tichy at Purdue University in the early 1980s. RCS design was an improvement from its predecessor Source Code Control System (SCCS) (see GNU CSSC). The improvements include an easier user interface and improved storage of versions for faster retrieval. RCS improves performance by storing an entire copy of the most recent version and then stores reverse differences (called "deltas"). RCS uses GNU Diffutils to find the differences between versions. Source Forge SourceForge is a collaborative software development management system. SourceForge is proprietary software and is sold by VA Software. It provides a front-end to a range of software development lifecycle services and integrates with a number of open source applications (such as PostgreSQL and Subversion). SourceForge.net is a centralized location for software developers to control and manage open source software development, and acts as a source code repository. SourceForge.net is hosted by VA Software and runs a version of the SourceForge software. A large number of open source projects are hosted on the site (it had reached 125,090 projects and 1,352,225 registered users as of July 2006), although it does contain many dormant or single-user projects. The SourceForge software, which was originally itself open source software was commercialized by a closed-source license. The latest available version of SourceForge, version 2.5 from the CVS repository, was forked by the GNU project as Savane. It was also later forked as GForge by one of the SourceForge programmers. SubVersion Subversion is an open source application for revision control. Also commonly referred to as svn or SVN, Subversion is designed specifically to be a modern replacement for CVS and shares a number of the same key developers. Projects using Subversion include the Apache Software Foundation, KDE, GCC, Python, Samba, Mono, PuTTY, Zope, Xiph, GnuPG, CUPS, Wireshark, TWiki, Ruby on Rails, Django, Bioconductor and many others. Many projects have migrated to Subversion due to the comprehensive project management solution Trac, which originally required Subversion. SourceForge now also provides Subversion hosting for its open source projects, and the new Google Code uses it exclusively.
  • A social network has three requisite elements that, when combined, deliver network value and can help drive business results Three elements of a successful social network : Contributions (e.g. ideas, tags, content). Social network contributions are part of a barter system – both sides have to see value in order for the transaction to occur Interaction Participants The Social Insights Practice is based on helping clients leverage social networks in order to achieve their business objectives
  • Social Networks get at the underlying relationships These relationships reveal – fragility of organizations, are people in the right roles, is the group positioned for growth/innovation, Revealed through SNA What can we do about it Sample projects -
  • InnovationJam InnovationJam is another tool we created inside IBM to drive new-idea creation in an open, collaborative, global forum. Conducted last Fall, this unprecedented experiment attracted more than 150,000 people from 104 countries, to explore exciting new technologies in the pipeline. IBMers, family, clients and many Business Partners discussed how to combine new technologies and real world insights to create market opportunities.
  • SWG Web Presence 1.0 Brand Update August 27, 2004 IBM Confidential Listen and Learn: This is all about monitoring what influencers and other stakeholders are saying about the topics that matter to você and using the information collected to modify vocêr strategies and programs. By monitoring the conversations, você can test different social media tactics and learn what works. Build Relationships: você can engage in conversations with key influencers in order to build relationships and turn those influencers into advocates for vocêr brand. Improve Reputation: Perhaps você just want to improve how others think about vocêr company, it's products/services or some major issue vocêr company stands for. Here você are building awareness for vocêr organization's brand or issues that brand stands for. By doing so, você can increase vocêr company's authority relating to those key topics and issues. Content Generation: Social media can be used effectively to encourage stakeholders to create content about vocêr organization or it's products/services, share that content with others, and engage others to participate in conversations about that content (word of mouth). Search Engine Optimization: Social media tactics can be used to drive traffic to vocêr web site by improving search engine results. Customer / Partner Support: Many companies are finding that by using social media tools, they can improve the level of customer support and drive higher levels of customer satisfaction.. Idea Generation: One of the amazing benefits of social media is crowdsourcing. Social media is a great way to gather ideas from customers and other stakeholders on how to improve products and services. Taking Action: você can use social media tactics to get vocêr customers to take some type of action.
  • Transcript

    • 1. Social Business¿Qué está haciendoIBM? © 2012 IBM Corporation
    • 2. Vamos por partes...Parte 1 © 2012 IBM Corporation
    • 3. “Para comprender una situación desconocida, usualmente echamos mano de elementos conocidos y, por eso no logramos entenderla”Marcel Proust © 2012 IBM Corporation
    • 4. “Muchas empresas se están muriendo no porque se equivoquen, sino porque siguen haciendo lo mismo por un período demasiado largo”Prof. Yves Doz, de Insead, Francia © 2012 IBM Corporation
    • 5. © 2012 IBM Corporation
    • 6. Evolución de las comunidades Comunidad 0.0 Comunidad 1.0 Comunidad 2.0 (Web interface) (Social computing)(Limitada por la geografía) © 2012 IBM Corporation
    • 7. © 2012 IBM Corporation
    • 8. © 2012 IBM Corporation
    • 9. © 2012 IBM Corporation
    • 10. © 2012 IBM Corporation
    • 11. La quinta Era:La era de Social Business Social Internet PCs Departmental Mainframe La tecnología permite la transformación de los negocios © 2012 IBM Corporation
    • 12. “Zuckerberg forma parte de laúltima generación de personasque recordarán de cómo era lavida antes de Internet... Él nacióen 1984.”Fuente:http://www.time.com/time/specials/packages/article/0,28804,2036683_2037183_2037185,00.html#ixzz1KarA5r4k © 2012 IBM Corporation
    • 13. © 2012 IBM Corporation
    • 14. Key insights from the 2012 Latin America Future in Focus include:  Latin America’s online population grew faster than any other global region in 2011, rising 16 percent to 129.3 million visitors in December 2011.  Social networking, which eclipsed portals as the most-engaging web activity in November 2011, accounted for nearly 30 percent of online minutes at the end of the year, an increase of 9.5 percentage points over the past year.  Latin America is home to five of the most engaged social networking markets worldwide. Internet users in Argentina averaged 10.7 hours on social networking sites in December 2011, followed by Chile (9.5 hours per visitor), Peru (8.7 hours), Colombia (7.6 hours) and Mexico (7.1 hours).  Mobile phones and tablets continue to account for a growing amount of digital traffic, with Puerto Rico leading the region with 7.7 percent of all digital traffic consumed away from a personal computer. Apple led across nearly all markets in share of non-computer traffic fueled by the iPhone and iPad. © 2012 IBM Corporation
    • 15. Influencia de las medios sociales en el comportamiento de lasociedad.La “lógica del poder” en la sociedad actual está cambiando.Ya no se hace política, por citar un ejemplo, sin tomar enconsideración la creciente autonomía y dinamismo de lasociedad. © 2012 IBM Corporation
    • 16. © 2012 IBM Corporation
    • 17. IBM Social Computing Guidelines •A IBM incentiva diálogos abertos e a troca de idéias •Para aprender e contribuir • Seja você mesmo • Fale na primeira pessoa • Deixe claro que trata-se de sua opinião • Respeite sua audiência • Adicione valor • Não procure brigas • Seja o primeiro a reconhecer e a responder por seus próprios erros • Seja criterioso • Lembre-se de suas tarefas © 2012 IBM Corporation
    • 18. Vamos por partes...Parte 2 © 2012 IBM Corporation
    • 19. Una Red Social cuenta con 3 elementos principales que, alcombinarlos, generan valor Tú Tú 3 Elementos de Valor 1. Contribuciones Tú Tú Tú 2. Interacción Yo 3. Cantidad de Participantes Tú Tú Tú Una Red Social de éxito aprovecha estos 3 elementos 19 © 2012 IBM Corporation
    • 20. Redes Sociales: Mucho más allá del OrganigramaDe Jerarquías... Y Equipos... A añadir Comunidads en Red S o u r c e : Cross, R., Parker, A., Prusak, L. & Borgatti, S.P. 2001. Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks. OrganizatiSNAl Dynamics 30(2): 100-120. [pdf] © 2012 IBM Corporation
    • 21. Identificar el rol que cada individuo ejerce en elflujo de informaciones de una empresa mejora elentendimiento de la efectividad de una red Andy Frank Indojit Carl Karen Darren Bob Paulo Ming Neo Leo Earl Gerry Harry Jeff Marketing Finanzas Manufactura © 2012 IBM Corporation
    • 22. Organizaciones en riesgo: ¿Qué ocurre si Paulo se va? Andy Frank Indojit Carl Karen Darren Bob Ming Neo Leo Earl Gerry Harry Jeff Marketing Finanzas Manufactura © 2012 IBM Corporation
    • 23. Vamos por partes...Parte 3 © 2012 IBM Corporation
    • 24. SmallBlue - https://smallblue.watson.ibm.com/•To find the experts throughyour social networks•To find the best and fastestway to connect with thoseexperts•To extablish yourself asone of those SMEs © 2012 IBM Corporation Enterprise social software. Unleash the power of us. 24
    • 25. SmallBlue brings together SNA and Social Networking © 2012 IBM Corporation Enterprise social software. Unleash the power of us. 25
    • 26. Shows you the social network of a topic © 2012 IBM Corporation Enterprise social software. Unleash the power of us. 26
    • 27. Transformando IBM en una “aldea global”... © 2012 IBM Corporation
    • 28. Progamas de Innovación que agregan valor al negocio Incubar, Implantar, Mobilizar y prototipar y Presentar al Ideas Colaborar validar mercado Technology Adoption Program Clientes Aliados Graduación IBM Research First-of-a-Kind Empleados G lo b a lT e c h n o lo g y O u t lo o k © 2012 IBM Corporation
    • 29. Jams forman parte integral de la estrategia de IBM 37,000+ posts 32,662 posts 3,000,000+ views 2,378,992 views 1,016,763 9,337 views posts 6,046 posts 268,233 views WorldJam2001 ValuesJam WorldJam2004 InnovationJam2006 Una nueva plafatorma Un estudio para Con el reto de encontrar Una discusión abierta entre los de colaboración para identificar los valores soluciones para el IBMistas, familiares y clientes capturar mejores de IBM, en la visión de crecimiento, innovación de cómo combinar las prácticas para 10 sus empleados. y cómo concretizar los tecnologías IBM para crear problemas de IBM. valores de IBM. nuevos mercados © 2012 IBM Corporation
    • 30. InnovationJamEl mayor “brainstorming” Online ya puesto en práctica  Comprobó el poder de la colaboración en procesos de innovación  Aceleró el proceso de innovación e implantación de nuevas ofertas integradas  Participantes ► 150.000 participantes ► 104 países ► 46.000 ideas ► 67 clientes, aliados e instituiciones académicas en todo el mundo ► 12.690 familares de IBMistas © 2012 IBM Corporation
    • 31. © 2012 IBM Corporation
    • 32. Conectar la Estrategia Social a los Objetivos de Negocio Some Example Objectives Of A Social Strategy  El primer paso para desarrollar una estrategia • Listen and Learn social es compreender lo que se anhela • Build Relationships • Improve Brand Reputation  La Estrategia Social debe sostener • Content Generation directamente o estar conectada a un objetivo • Search Engine Optimization de negocio • Customer / Partner Support • Idea Generation  La Estrategia debe ser conocida y compartida • Promoting Action en todos los niveles de una organización • Drive to Website  Sea cual fuera el objetivo, es fundamental que Fuente: Developing a Social Media Strategy sea “SMART” (specific, measurable, attainable, realistic, and time-based). © 2012 IBM Corporation 32
    • 33. © 2012 IBM Corporation
    • 34. © 2012 IBM Corporation
    • 35. © 2012 IBM Corporation
    • 36. My developerWorks Es una Red Social que explota el potencial de interconexiones, equipos e conocimiento entre personas, empresas y tecnologías © 2012 IBM Corporation
    • 37. My developerWorks Red social con 8 millones de profesionales de TI en todo el mundo Más de un millón de miembros en LA Contiene 30.000 artículos, fóruns que atraen 1 millón de visitantes mensuales, 400.000 perfiles activos, 800 bloggers y 450 wikis IBM ahorra $ 100 millones por año con las personas que utilizan este recurso en lugar de llamar el soporte técnico de IBM. Forrester Groundswell Award en la categoria B2B de Soporte – Oct/2010 © 2012 IBM Corporation
    • 38. Adoção, o Grande Desafio Fase 1 Fase 2 Fase 3 Fase 4 Self Service & Ferramentas de Produtividade & Colaboração Avançada & Social Realizando Valor para o Business Comunicações Workflow Networking CROSS CHANNEL PLATFORM• Redução no uso de papel e nos • Redução significativa no tempo • Aumento significativo em • Melhorias nos Indicadores de custos de comunicação para realizar tarefas produtividade Performance (KPIs)• Redução nos custos de suporte • Redução no tempo de • Maior satisfação dos • Redução significativa no TCO• Início da redução do TCO treinamento funcionários e maior retenção • Aumento de produtividade • Redução no risco de perda de conhecimento tácito Workflow integrado, Colaboração, KM Busca Calendário Corporativa Social de Eventos Networking In-Context Personalização Integração com Localização de Serviços de RH outras aplicações Especialistas On-Demand Colaboração baseada em Interface com o Documentos Dashboards usuário unificada Wiki’s/Blo departamentaisComunicação gs Gerência de Diretório Conhecimento Soluções departamentais para único da compartilhar Empresa documentos Ascendant Technologies © 2012 IBM Corporation
    • 39. 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 © 2012 IBM Corporation
    • 40. Adoção: Gamification 1. Objetivos claramente definidos – permitem direcionar claramente os profissionais para comportamentos desejados 2. Feedback em tempo real – em um jogo, para cada ação é produzido um feedback. Os feedbacks positivos reforçam os comportamentos desejados, direcionando as ações 3. Transparência – jogos apresentam de forma clara os atingimentos de um profissional © 2012 IBM Corporation
    • 41. Adoção: Gamification © 2012 IBM Corporation
    • 42. Adoção: Gamification A IBM emprega diversos jogos no processo de aprendizado, como o SimArchitect, voltado para arquitetos de sistemas © 2012 IBM Corporation
    • 43. Adoção: Gamification © 2012 IBM Corporation
    • 44. Metrics Métricas... Process Systems & Tools Métricas:  Volumen de conversación  Expansión  Uso de palabras clave y tags Métricas: Monitor the  “Online buzz” Market  Incremento en las Conversation oportunidades y en  Métricas: la facturación  Referencias en búsquedas de terceros Understand Identify & the Impact Engage the  Links de otros sites Influencers “sociales”  Lista de influenciadoresMétricas: Número de participantes (ej. visitas, visitas Empower Maximize únicas, etc.) Customer Digital Asset  Métricas: Advocacy Distribution Volumen de  Distribución de posts/preguntas conocimiento Nuevos registros  Downloads  Rankings de búsquedas © 2012 IBM Corporation 44
    • 45. Analytics: Gatorades Command Center © 2012 IBM Corporation
    • 46. ¡Muchas gracias! Flávio Mendes Rio de Janeiro - Brasil IBM Latin America Portal and Social Business Tel 55 21 9999-9559 Tiger Team Leader Email: fmendes@br.ibm.com Blog: fgfmendes.blogspot.com © 2012 IBM Corporation

    ×