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The Power of Social Collaboration, BGS2012, Sofia, Oscal Laufer
 

The Power of Social Collaboration, BGS2012, Sofia, Oscal Laufer

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    The Power of Social Collaboration, BGS2012, Sofia, Oscal Laufer The Power of Social Collaboration, BGS2012, Sofia, Oscal Laufer Presentation Transcript

    • Enterprise Social CollaborationWhy Now, the Benefits, and Real ExamplesOskar Laufer | Portal & Social Leader, IBM Collaboration Solutions CEEoskar.laufer@at.ibm.comSofia, March 13, 2012 ©2012 IBM Corporation
    • © 2012 IBM Corporation 2
    • Agenda● Social Collaboration – why now● The benefits● How to get started – real examples © 2012 IBM Corporation 3
    • Traditional roles and processes across the business networkare evolving, forever changing the way organizations operate Employees Customers Partners self-forming teams around leading the conversations becoming on-demand fast moving opportunities that define brands extensions of the enterprise As barriers between people disappear, organizations are learning to tap into collective intelligence, advocacy, and distributed talent to drive business results. © 2012 IBM Corporation 4 © 2011 IBM Corporation
    • Knowledge work has changed● Work has become increasingly collaborative● Decision making is increasingly social (“group think”)● Knowledge Management is back!● The volume of information is staggering and growing rapidly ● This information is critical to decision-making but it competes for time! The tools we employ must reflect the changing nature of our work © 2012 IBM Corporation 5
    • Workforce demographics have changed Traditionalists Boomers Gen X Millenials Born 1922 – 1945 1946 – 1964 1965 – 1980 1980 – 2000 http://www.generations.com Training The hard way Too much and I’ll Required to keep me Continuous and leave expected Learning style Classroom Facilitated “By Independent 2014, 50 percent of all Social and networked employed people will be Communication style Top-down Guarded Hub and spoke Collaborative Millennials” Source: Millennials: 50% of Workforce Problem-solving Hierarchical Horizontal Independent Collaborative by 2014 February 2011 Decision-making Seeks approval Team informed Team included Team decidedSource: Lancaster & Stillma (2003) & Stillman Leadership style Command and Get out of the way Coach Partner control No news is good Once per year Weekly/Daily On Demand Source: Lancaster Feedback news Technology use Uncomfortable Unsure Unable to work Unfathomable if not without it provided Job changes Unwise Sets me back Necessary Part of my daily routine Purpose-built Social Collaboration tools are key to leveraging such ©a workforce 2012 IBM Corporation 6
    • Knowledge Sharing Gap © 2012 IBM Corporation 7
    • Intranet 2.0 Concept: Network Invitations & SocialAnalytics (“Do You Know?”) © 2012 IBM Corporation 8
    • Intranet 2.0 Concept: Enterprise Blogging © 2012 IBM Corporation 9
    • Intranet 2.0 Concept: Social Bookmarking © 2012 IBM Corporation 10
    • Email Hoarding of Business Information © 2012 IBM Corporation 11
    • HR 2.0 Concept: Personal File Management © 2012 IBM Corporation 12
    • Organizational boundaries © 2012 IBM Corporation 13
    • Essence of an expert Who are you? Profiles: contact, organization information, your colleagues, expertise, interests, affiliation and contributions Designs subject to change © 2012 IBM Corporation 14
    • Maze to information © 2012 IBM Corporation 15
    • Agenda● Social Collaboration – why now● The benefits● How to get started – real examples © 2012 IBM Corporation 16
    • Essence of an expert - continuedWhat are you reading and sharing? What do you find valuable?Bookmarks, tagging, blogs, wikis, files, microblogs and status updates Designs subject to change © 2012 IBM Corporation 17
    • Essence of an expert – continuedHow do you get your work done?Communities, Activities, Files What are your interests, who do you collaborate with and what do you want to keep up to date with? Your association with Groups of people who share the common interest or work objective Designs subject to change © 2012 IBM Corporation 18
    • Gaining insight / discovery The people you may want to know Resources that you may “Do you know” widget want to be aware of identifies people who may have common Community, Bookmark, Document interests and objectives and Wikis that may be helpful to you Designs subject to change © 2012 IBM Corporation 19
    • Gaining insight / discovery - continuedBetter insight when forming and expanding your networkHow are you related to any given individual? Designs subject to change © 2012 IBM Corporation 20
    • Gaining insight / discovery - continuedFind what you are looking forFinding the right information, the right people when you need it Designs subject to change © 2012 IBM Corporation 21
    • Social “enabled” business applications / tools Stay Connected in your Mail application Easy access to experts, key documents, stay current with what is happening in your network, initiate and work on collaborative tasksDesigns subject to change © 2012 IBM Corporation 22
    • Social “enabled” business applications / tools - continued Mobilize team / crowd Collaborate on a set of objectives and insights, find the right experts and drive actionsDesigns subject to change © 2012 IBM Corporation 23
    • Social “enabled” business applications / tools - continued“Socialize your web sites” – internally or externallyPromote experts, engage with your audiences, harness ideas, buildcommunities, drive discussions, and get answers © 2012 IBM Corporation 24
    • Design PrinciplesConsumable information flow Simplify user actions Designs subject to change © 2012 IBM Corporation 25
    • More on Design PrinciplesMoving from sending to sharing Optimized Mobile Access Designs subject to change © 2012 IBM Corporation 26
    • Flexibility of deployment optionsSupport a large set of system platforms and deployment options In the cloud ... Hybrid ... Deploy on site ... © 2012 IBM Corporation 27
    • Agenda● Social Collaboration – why now● The benefits● How to get started – real examples © 2012 IBM Corporation 28
    • The Social Business is changing the way we work Customer Care and Insight Product & Service Innovation ● Social Media Monitoring/Analytics ● Ideation, Jams ● 11 out of top 50 brands are using social ● 44% of F200 executives report using media as a sustainable tool for crowd-sourcing to improve corporate marketing3 responsibility; 95% feel it has benefits4 Governance/Risk/Compliance Workforce Optimization ● Expertise Location, Talent clouds ● Clients seeking advice and solutions ● 89% recruit from social networks1 and 55% ● 51% of companies permit employees to are planning to invest more in social use social media for business recruiting1 purposes, up from 19% in 20095 ● 42% of LEs spend on informal learning2 1 Jobvite Social Recruiting Survey, 2011 2 Bersin & Associates, 2011, Corporate Spending on Social Learning 3 BrandZ most valuable brands, 2011, Kuliza analysis 4 Weber Shandwick/KRC Research Study, October 2010, 216 IBMexecutives © 2012 F200 Corporation 29 5 Robert Half Technology Group, 1400 CIOs, August 2011
    • IBM Connections Profiles Home page Find the people you need See whats happening across your social network Communities Work with people who share Social Analytics common roles and expertise Discover who and what you don’t know via recommendations Files Post, share, and discover documents, Micro-blogging presentations, images, and more Reach out for help your social network Wikis Create web content together Bookmarks Save, share, and discover bookmarks Activities Organize your work and tap your Blogs professional network Present your own ideas, and learn from others Forums Ideation Blogs Exchange ideas with, and benefit from Create ideas and leverage the crowd to the expertise of others develop them Media Gallery Document Libraries Add sizzle by sharing rich media like Photos Securely manage and collaborate on and Videos business documents © 2012 IBM Corporation 30 © 2011 IBM Corporation
    • Document Management goes Social ● Goals are to; ­ seamlessly integrate traditional document libraries capability into Connections Communities ­ Seamless access to document functions and awareness of changes through Connections News Social Document management content stream embedded experience ­ Searchable and discoverable via Connections Social Discovery and Analytic Service Notification of an update residing within Social Document ManagementDesigns subject to change © 2012 IBM Corporation 31 © 2011 IBM Corporation
    • Document Management goes Social ● Goal to include “social” features for content stored within Document libraries such as; ­ Tagging ­ Recommending ­ Commenting ­ Download CountDesigns subject to change © 2012 IBM Corporation 32 © 2011 IBM Corporation
    • IBM is packaging people centric process integration Collaborative Decisioning Smarter Commerce Cognos 10 + Connections Advanced Case Sterling Commerce, Core metrics, Unica, Management Custmer Expereince suite,Cognos FileNet + Connections Consumer Insight, IBM Case Manager Case Manager + Sametime Community Insights Social Augmented BPM Cognos Consumer Insight + Lombardi / Connections; Cognos BI + WebSphere Process Server + Connections (planned) Connections (planned) Social enhanced Social Software Engineering Governance Rational Jazz + Connections Tivoli directory, identity, and + Sametime security mgmt. products + Connections + LotusLive Social Information Management Social Application DB2 products + Cognos + Middleware Connections, etc. WebSphere products + Cognos + Connections, etc. © 2012 IBM Corporation 33
    • Access And more ...Points Services could include; Mail, presence Services could include; web document Services could include; real-time awareness, meetings, collaborative editing, collaborative authoring, shared sentiment analysis, web analytics,Social document editing, & more. files / folders & more. smart filtering & more.businesscapabilitiesDeliverymodels © 2012 IBM Corporation 34 © 2011 IBM Corporation
    • How IBM is investing for your success Content Social Analytics Mobile Integration © 2012 IBM Corporation 35
    • Engaging and Exceptional....Here NOW with Social Business Engaging & Responsive Interactive Social Business Read only Web / User Optimizing Proliferation Web B2-All Experience Internet / Web Self-Service B2E / B2B B2E / B2B B2C Employees Customers Business Web Internal Emergence B2C Enterprise Application, B2E / B2B Information & Content Sprawl Partners B2E © 2012 IBM Corporation 36
    • Smart Portals: Best-of-Breed Web Experience & Market-leading Social Software Smart or Social Portal Integrated WCM Social Applications © 2012 IBM Corporation 37
    • Web Experience capabilities deliver engagingexperiences that are social, mobile, integrated Available Now Personalized VideoExperts Content Communities Mobile AnalyticsContentManagement © 2012 IBM Corporation 38
    • Exceptional Web Experiences RecognizedKing Faisal Specialist Hospital Finnair – Customer Site2011 best electronic content web site in the Kingdom of Saudi 2010 WEBAWARD - Web Marketing Association (AirlineArabia, selected by Ministry of Communication Standard of Excellence)CareFirst BlueCross BlueShield – Member Portal Boston Medical Center – Patient Site2011 WEBAWARD – Web Marketing Association (Outstanding 2010 WEBAWARD - Web Marketing AssociationWebsite) (Outstanding Website)US Tennis Association – US Open Site US Tennis Association – US Open Site2011 WEBAWARD – Web Marketing Association (Best Sports 2010 Webby Award Nominee – Event Site (Finalist)Website - Winner) Cars.com – Customer SiteRBC Royal Bank – Online Banking Site 2010 WEBAWARD - Web Marketing Association2011 Best Consumer Internet Bank in Canada - Global Finance (Automobile Standard of Excellence)Magazine (Winner) Brocade Communications – B2B SiteAMP Limited – Employee Intranet 2010 WEBAWARD - Web Marketing Association (B2B &2011 Intranet Design Award, Nelson Norman Group (Winner) Technology Standard of Excellence)BMO Financial Group – Online Business Banking International Enterprise Singapore – G2B Site2011 CIO 100 – CIO Magazine (Winner) 2010 WEBAWARD - Web Marketing Association (Government Standard of Excellence)Dubai Government – eGovernment Site2011 Middle East eGovernment and eServices Excellence Tyco International – B2B SiteAward – Best eGovernment Portal (Winner) 2010 WEBAWARD - Web Marketing Association (B2B Standard of Excellence)Qatar National Government – eGovernment Site2011 World Summit Award – Arab e-Content Award (Winner) AMP Limited – Employee Intranet 2010 Intranet Innovation Award, Step two Designs (GoldLufthansa – Customer Site award: Communication & Collaboration)2010 WEBAWARD - Web Marketing Association (Best AirlineWebsite) Omron Europe – Employee Intranet 2010 Intranet Innovation Award, Step two Designs (Gold award: Frontline Delivery)RBC Royal Bank – Online Banking Site2010 Surviscor’s Online Banking scorCard (Winner) © 2012 IBM Corporation 39
    • Sponsoring executives will typically request ROI: Primary Goals Client ROI References* SVP Sales Increased quality sales time by 5% = Increase profit $250M Increase revenue Faster integration of acquisitions by 1 month = $27M profit increase Faster new seller on-boarding by 1 month = $27M profit increase CMO Increasecustomer interactions by 15% = $18M revenue growth Increase pipeline and Increaseincoming call cross-sell by 5% = $4.3 increased profit conversion Lower campaign expenses by 20% - $2M cost reductions SVP Customer Service Reduced support time 5% = $4.3 M increased profit Improve customer service Faster time to revenue new customers (-30 days) levels Electronic support reduces mail costs $ 1 M SVP R&D Increase innovation pipe Increasednew product pipeline yield by 5% and reduce time to market 10% reduced of overlapping projects = $33 M savings SVP HR  Faster on-boarding & M&A = 10% lower cost Increase employee  Reduced new employee training costs 15% engagement and retention  Compressed employee communications time = $2M  Virtual teamwork reduces travel frees $8M *as projected by© 2012 IBM Corporation IBM BVA client 4040 Social Business ROI
    • Social Business in Action Human Resources ROI at UtilityCo Background • U.S. electric utilities provider (14M customers) • Business challenge: “Roll out new grid, while continuing to lower costs” Return on Investment Business Initiatives Pain Point Social Business Benefits Build organizational skill for • Expertise of retiring workforce is being lost ● Communities collect best practices and facilitate future technologies ( >40% in 7 years ) professional relationships to spread knowledge, • experiences, successes/failures Poor communication and mentoring yielded high turnover (15%) of new talent ● Significantly improved on-boarding and focused on Smart Grid programs employee effectiveness = $2M savings © 2012 IBM Corporation 41
    • Social Business in Action Product Development ROI at CPG-Co Background • Global leader in food products • Business challenge: “Beat competition with more on-target products” Return on Investment Business Initiatives Pain Point Social Business Benefits Increase revenue by • No effective means to create and engage ● Rich communities that match experts to new responding to markets cross-geography product teams product teams faster, and with more ● Idea gathering tools to harvest and promote innovative products promising innovations ● Increase product “hit rate” 5% per year, $17M - increased revenue © 2012 IBM Corporation 42
    • Social Business in Action Sales ROI at TechCo Background • Global leader in technology and services (400,000 employees) • Business challenge: “Cut thru the clutter, and kick start sellers” Return on Investment Business Initiatives Pain Points Social Business Benefits Optimize sales • Sellers burning 15% of total time ● Seller able to easily locate expertise and winning sales resources navigating across brands and patterns across all resources and artifacts resources. ● Give sellers 1% more time for high value customer sales, $200M increased profit Faster time to sales with • Volume of information and size of ● New sellers guided thru organization and assets with new employees organization is overwhelming to social communities and mentors new employees. ● Reduce on-boarding time by 1 month, $22M - increased profit © 2012 IBM Corporation 43
    • It’s not as difficult as some imagine © 2012 IBM Corporation 44
    • Case study 1 - Electrolux © 2012 IBM Corporation 45
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    • Case study 2 – a big bank in the UK © 2012 IBM Corporation 52
    • Case study 3 – Dutch Tax Office © 2012 IBM Corporation 53
    • Dutch Tax Office – ConnectPeople● Responsible for tax collection and processing for all tax residents – individuals and businesses in the Netherlands● Knowledge intensive government agency, wanting to improve efficiency, ideation processes and citizen service levels● IT & CIO Key Project Sponsors, but wide organizational support● Multiple stand alone and open source point solutions, causing multiple LoB / department level pain points● IBM Connections deployment organisation-wide for 35,000 users across Holland● Leveraging existing investments – IBM Connections integrated in MS Sharepoint and Outlook © 2012 IBM Corporation 54
    • © 2012 IBM Corporation 55
    • Following an InitiativeMicroblogging: Asking for Help Knowledge Accident HR Initiative Widget Asking for Help © 2012 IBM Corporation 56
    • Driving adoption and cultural change within the organization © 2012 IBM Corporation 57
    • Driving adoption and cultural change within the organization“Lobby” Marketing: Banners, Flyers, Video Boards © 2012 IBM Corporation 58
    • You are being followed… © 2012 IBM Corporation 59
    • Challenge #1 – How do you launch?Standalone branded solution or intoexisting infrastructure / identity? Connect.BASF © 2012 IBM Corporation 60
    • Cardiff Portal © 2012 IBM Corporation 61
    • Challenge #2 – Have you publishedyour Social Computing Guidelines? © 2012 IBM Corporation 62
    • Challenge #3 – Do you have“Holistic” view of your socialBusiness Internal External © 2012 IBM Corporation 63
    • Challenge #4 – Need to take intoconsideration CULTURE & GENERATIONALdifferences. Supporting Open Ideas • Idea that FAILED the hardest • Golden Cow Award Generational differences • How they collaborate • Device / Mobile Understanding “Social Roles” • Contributor vs. Lurker • Not everyone has to blog Flattening The Organization • Remove barriers • Speed, Empowered © 2012 IBM Corporation 64
    • IBM Connections Deployment Posters © 2012 IBM Corporation 65
    • IBM Connections Deployment Posters © 2012 IBM Corporation 66
    • Sales – how to apply in a commercial organization• Drive More “Social” Selling• Sales Eminence• Change the Sales Process » Deal Progression » Expand Territories » Social Learning• IBM Software Community = 52K members• Competitive• Evangelism © 2012 IBM Corporation 67
    • Summary● IBM continues to lead the market in social and receive accolades from analysts and customers● Our Social portfolio continues to transform and deliver capabilities to support customers in transforming their organizations to Social Businesses● Start your Social Business journey now and drive greater results using technologies such as IBM Connections and IBM Lotus Quickr © 2012 IBM Corporation 68
    • Next steps 1) Become a Social employee like Gary said.... (repeating the message helps! ;-) 2) Contact IBS for a live Connections demo tailored to your organization! 3) Run a Social Business Agenda Workshop to create a joint strategy 4) Deploy, adopt & reap the benefits! 5) Having active Lotus Notes & Domino, or Websphere Portal software subscriptions? Then Youre Entitled to IBM Connections Files & Profiles at no additional charge!Links● IBM Social Business - http://www.ibm.com/social● IBM Connections product page - http://www- 01.ibm.com/software/lotus/category/socialsoftware● IBM Connections live to try and see in action: https://greenhouse.lotus.com (click on Sign up for a free account) © 2012 IBM Corporation 69
    • Questions IBM Confidential Until January 31, 2011 © 2012 IBM Corporation 70
    • Legal disclaimer© IBM Corporation 2012. All Rights Reserved. The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both. Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. All references to Greenwell refer to a fictitious company and are used for illustration purposes only. © 2012 IBM Corporation 71