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Lessons Learned: Business agility through standards & social business

Lessons Learned: Business agility through standards & social business

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  • In Mobile - Application support was the number one concern, followed by security and network access for using mobile devices in the workplace. Tim Berners-Lee was concerned with connectivity to the person, as he posted "Maybe it isn't so much connectivity to the net, but to the person? You can build mobile apps which more or less can assume that the person is always there. So a mobile app can demand more of you -- response to incoming events. Being able to track a person's position (and things) is very different from having access to it just when they load a map." Perhaps it speaks to the point that the transition to mobile devices is still early from a business software point of view. Tim prodded the JAM on application a little further with "What is is that as a users we feel we should be getting from our portable devices and we are not? Sometimes an app takes us by surprise, like with real-time bus data, or turning on the camera light as a flashlight, but sometimes we react, well, of course, it should have had that all along! What things should these gadgets be doing to make our lives -- especially our collaborative business lives -- better? " Metrics was a lively topic. With many interesting threads that pointed out the value of metrics and new ways to think about and apply them. Lee Aase from the Mayo Clinic joined in from Sydney where he was attending a social technologies conference and reminded the JAM that even old dogs are learning new tricks when it comes to Social Business. Lee posted, It's the stories that count - "With older employees particularly, but even as a general rule, we have seen that stories and practical examples of social tools producing concrete results are the key to building interest in engaging. In the health care field it all comes down to "What is the benefit for patients?" and as we share those examples we see "Eureka!" moments in many staff members." Seamless Integration of Social was a topic where Jammers explored the breadth of where Social technologies could go especially the marketplace. Doc Searls was our VIP guest who focused here and posted " My point: most of what we call "social" is corporate and paid for by advertising. Its marketplace is the one for data we shed. Meanwhile the real marketplace where we live and work and shop is largely ignored. We should be improving that one. (Something I've been working on for five years through ProjectVRM at Harvard's Berkman Center." Business Process meets Social got into the heart of that matter with various participants commenting on how the two areas had not come together. Dion Hinchcliffe from Dachis Group helped move the discussion along in this area and provide insights. He posted "I had a fascinating talk recently with one of my colleagues working on large-scale collab in financial services. He's finding that the mode of work and type of user makes a big difference. More senior people need to be able to do short social comments in e-mail while knowledge workers and line staff want to work inside a more capable, dedicated social tool. By connecting the two conversations and aggregating them in one place, he can satisfy quick collab via e-mail and sustained and better integrated social experiences for those that need them, all in one social activity stream. " and Nigel Fenwick from Forrester responded, "I often find the topic of integration to the workflow is one that becomes the foundation of discussions around developing Social Business Strategy. When implementing collaboration technologies, some people attempt to force a change in behavior by moving content away from email and onto a social intranet - while this approach has the advantage of encouraging engagement it also disenfranchises anyone not yet comfortable with the social technologies or who perceive them as taking too much time. I prefer a hybrid approach: one where existing communications channels become part of social interactions. Email is a social technology and we need to think about how to embed it and use it for what it does very well - asynchronous communications. By embedding email as a core part of social strategy we can rethink how to allow people to engage in conversations on social platforms via email. When we do this we open more people up to social conversations. For example, senior executives may find it much easier to respond to a question posted on a discussion thread using their mobile email platform - allowing this brings them into the discussion and makes the collaboration more worthwhile for all. For this reason I suggest every workplace social strategy must include a clear roadmap for allowing interaction across multiple platforms, both online and offline, and include the ability to engage via email. " Identity Management for Social touched on sharing, control and security in the Social environment. The hottest topic was started by the W3C's Harry Halpin when he asked about "interest in standards around identity!". Our JAM Host , Mike Donalson from Ping Identity offered this information about levels of security , " We are working with a number of businesses that are doing exactly this. Most are using social networking support to make it as easy as possible for users to access basic functionality on their site. However, once the user wants to do something where more security is desired/required, they ask the user to "step up" to a more secure account and/or authentication method." Information management looked at the problems around the flood of data that users now deal with. The term Information Management is a W3C term and somewhat equivalent to attention management. Ed Krebs from Ford was a host and active participant in this discussion along with our own Charlie Hill. Ed offered some thoughts around getting at information in an activity stream with, "Borrowing from the advances in Search, would we envision that the activity stream system provide an easy way to cluster similar topics? For example, in some search tools you'll see a link "more like this?". Perhaps you are suggesting that the system help us see messages together, at least as an option, based on a variety of blending algorithms. I like the idea that something like this gives us a business decision based approach."
  • University of London Our vision is of a world in which a life‐changing high quality university education is available to all who will benefit. Our mission is to provide worldwide access to the internationally‐renowned programmes and awards of the University of London and its Colleges. By 2012 we aim to ... Broaden access to our programmes ... Enhance the learning experience and achievement of our students ... Establish and reinforce strong collaborative relationships ... Proactively plan and manage our sustained growth. The challenge: Modernize the university’s outdated & inefficient IT systems to provide learning services & community resources for over 41,000 distance learning students, educators & administrators. The solution: Extend existing university systems & improve IT infrastructure to provide online learning environments, email, and administrative support to every student via a simple Web interface. Improvements will be based on SITS:Vision educational software & IBM Lotus software, unified through Websphere Portal, to provide: Identity & Access Management Business Integration & Personalisation Profile & Security Management Student Email Student Networking Web Content Management The benefits: Students will be able to access email, collaboration tools, educational resources & administrative materials instantly, anywhere in the world – facilitating distance learning & reducing paperwork. Additionally, the solution is expected to save £300,000 annually & improve IT management efficiency.
  • Advocates for the project included the university’s COO, directors for the university’s distance program & IT managers The university chose its project team carefully, selecting administrators & professors from each college; IT & support staff from the core organization & even student representatives Advised by an IBM Partner, the university established 5-phase plan that would roll out new services over several years The initial phase of the project extended existing systems with services like Single-Sign-On, identity & access management & basic social tools through a portal Subsequent phases would be used to transfer data & function to replacement systems, while further extending both core & social functionality CASE STUDY SLIDE IN BACKUP
  • Advocates for the project included the university’s COO, directors for the university’s distance program & IT managers The university chose its project team carefully, selecting administrators & professors from each college; IT & support staff from the core organization & even student representatives Advised by an IBM Partner, the university established 5-phase plan that would roll out new services over several years The initial phase of the project extended existing systems with services like Single-Sign-On, identity & access management & basic social tools through a portal Subsequent phases would be used to transfer data & function to replacement systems, while further extending both core & social functionality CASE STUDY SLIDE IN BACKUP
  • Advocates for the project included the university’s COO, directors for the university’s distance program & IT managers The university chose its project team carefully, selecting administrators & professors from each college; IT & support staff from the core organization & even student representatives Advised by an IBM Partner, the university established 5-phase plan that would roll out new services over several years The initial phase of the project extended existing systems with services like Single-Sign-On, identity & access management & basic social tools through a portal Subsequent phases would be used to transfer data & function to replacement systems, while further extending both core & social functionality CASE STUDY SLIDE IN BACKUP

Inv310 agility-through-standards-socialbiz -2012016a Presentation Transcript

  • 1. INV310 Lessons Learned: Business agility through standards & social business Dr. Angel Luis Diaz | Vice President of Software Standards & Cloud | IBM Software Group
  • 2. React with agility to competitive landscape Execute with reduced risk & cost Achieve desired business outcomes * Source: IBM CEO Study 80% Manage business transformation 64% 54% Businesses globally are facing an unparalleled rate of change of CEOs anticipate turbulent change & bold moves React to rapid market shifts Proactively address changing regulatory mandates of CIOs are expected to work with business executives to drive innovation & manage change IT budgets were spent on ongoing operations and maintenance costs, limiting investments in innovation Differentiate their products and services Enable business flexibility
  • 3. Social business is changing the economics of IT & speeding the delivery of innovative solutions BizTrinity Deliver IT without boundaries Improve the speed, agility and dexterity of business Develop new business value in real time Extend meaningful interaction to a wider range of stakeholders . Standardization, normalization, and reduction of unnecessary complexity
  • 4. SBbenes * Source: IDC, "The State of Social Software in 2010: End User Adoption and Market Opportunity," Doc.# 225666, Nov 2010. 82% 70% 69% Socially engaged orgs seek to improve their connection with customers, employees & partners Benefits Sought from Social Business * Source: IBM CEO Study of CEOs think clients want organizations to better understand their needs of CEOs anticipate clients are looking for new or different services of CEOs predict that clients expect increased collaboration & info sharing
  • 5. Fail Organizations begin social business projects with high hopes, but
      • Wrong approach / wrong project
      • Lack of communication / collaboration / coordination / standardization
    can lead to project failure Social business is not an automatic cure-all IBM can help you leverage best practices harvested from years of experience with many client engagements to ensure success with your projects
  • 6. IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy Discussion agenda
    • A new approach to standards as an ingredient to ensure social business project success
    • Lessons learned: 3 steps to successful adoption of social business
    • IBM can help you get started with social business.
  • 7. Why open social business? Standards allow enterprises to manage change across market evolution cycles Social business builds on and leverages the standards which preceded this market cycle http://t0.gstatic.com/images?q=tbn:ANd9GcTEDndh5SvGv_OiRhsbC8b-2mAx6_RxrunAb6-SyBNjs3dkwkRo arrowBuild_03 HTTP, HTML, WSFL, XLANG, REST… SOA Governance Framework, SOA Reference Architecture, … Java, Java EE, XML, XML Schema, SOAP, WSDL, UML, Web2.0, ... Web Services, SCA, BPEL, SAML, XACML … BPMN, SBVR, RIF, … Open Virtualization Format, Cloud Management, Cloud Audit, Reference Architecture, Cloud Standards Customer Council… Open Social, HTML 5, CMIS, OpenAjax, OAuth, … arrowBuild_01 soa thing.png soa thing.png Disk_AI_Overlay_Graphic Disk_CI_Hole ColorFinals_02 Disk_BS_hole Disk_SOA_Topper BusinessOutcomesWhite Dawn of Worldwide Web Rise of the Application Server Business Agility Advent of Cloud Service Orientation SOA Architecture Social Business MCj04325910000[1] MCj04325910000[1]
  • 8. Massive amounts of data from various sources and apps drives the need for interoperability and openness integrateSB
    • Social Business standards ensure interoperability and faster time to market by…
    • Simplifying the application development and delivery model
    • Leveraging existing skill sets that build on familiar technologies and architectures
    • Providing a consistent deployment model that spans traditional web to mobile applications
    • Scaling between on-premise and cloud delivery models
    • Federating data & identity across internal and external sources
    IBM currently leads or participates in over 20 social business standards, such as: OpenSocial 2.0, ActivityStreams 1.0, OAuth 2.0, HTML 5, CMIS, OpenAjax
  • 9. OR OR OR Open standards: Invention? or Reinvention? Or is it somewhere in between…? IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy reinventing standards using existing standards vendor-driven standards customer-driven standards proprietary social business tech interoperable social business tech
  • 10. A smarter approach to standards development Innovative Open standards for social business: Invention/Reinvention? Social business changes the economics of IT & requires a rethinking of how we engage in standards development Practical Business success is not theoretical. Practical social business is grass roots, plain and simple. It involves leveraging real world implementations of standards & open source User-driven Members of the W3C Social Business Community are creating a cross-industry view for social business use cases & areas of social standards improvements Architectural Standards allow enterprises to manage change across market evolution cycles extending the value of customers’ services based architectures and investments IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy
  • 11. W3C Social Business Jam: Looking for answers In November, W3C & IBM partnered to host 20 social business visionaries, who lead participants in discussions on fostering standards for social business solutions. Jam conversations included 1000+ participants in 70+ countries:
      • Discussions held in 6 key social business areas: mobile, big data & content, security & identity, integration, process, and metrics.
      • Primary recommendation to form a W3C Social Business Community Group to further analyze & develop use-cases
      • Suggestions were made to draft specifications involving ActivityStreams extensions, process, metrics & email integration
    Highlights from the discussions include:
      • Mobile - app support, security & work access were top concerns. Tim Berners-Lee mused about the personal nature of mobile: "Maybe it isn't so much connectivity to the net, but to the person?”
      • Identity management - touched on sharing, control & security in the Social environment with consideration for the dual nature of individual identities (work vs. personal).
      • Metrics - participants explored the value of metrics & new ways to apply them. Little consensus on how they should be consumed.
      • Process – discussions explored the deficiencies in BPM, an inherently social area, & how tech might be applied to make BPM more effective
    The Jam was hosted by 20 social business thought leaders across the globe including: http://www.w3.org/2011/socialbusiness-jam/ http://www.dachisgroup.com/wp-content/uploads/2010/01/dion-team.jpg Dion Hinchcliffe, SVP Dachis Group ( ZDNet’s Enterprise Web 2.0 Blog) Tim Berners-Lee, Director W3C TimBL-color-68w Lee Aase , Director of Social Media Mayo Clinic LeeAase-68w Yochai Benkler, Professor, Harvard Law School benkler-68w Ed Krebs, Enterprise Architect Ford Motor Company ekrebs_reasonably_small-68w Kevin Hauswirth, Director Social Media for the Mayor of Chicago KHauswirthHeadshot-color-68w
  • 12. W3C Social Business Community: Laying a foundation The output of the Jam will be the foundation of a newly formed W3C Social Business Community to manage the evolution of social business standards. The new Social Business Community Group will be tasked to:
      • Continue the analysis of the Jam in more detail
      • Discuss emerging business requirements & determine how social technology should evolve
      • Develop customer-driven, strategic use-cases for standardizing the Social Web
      • Deliver recommended best practices, patterns, scenarios, tutorials & roadmaps
      • Drive market awareness of the value open standards bring to Social Business
      • Bridge between business issues and solutions and the social standards community
    The report also provided for several contingencies for the community group:
      • Success and broad support for the community group may signal a need to transition activities into a Working Group.
      • The need for more direct coordination with other internal / external working groups (OpenSocial, IETF) may dictate conversion of the Social Business Community Group into a business group
      • The Social Business Community Group will partner with standards developers to improve draft specifications and extensions to existing standards
    Join the community: http://www.w3.org/community/socbizcg
  • 13.
    • Social Business standards ensure interoperability & faster time to market by
      • Simplifying the app development & delivery model
      • Leveraging existing skill sets that build on familiar technologies and architectures
      • Providing a consistent deployment model that spans traditional web to mobile applications
      • Scaling between on-premise & cloud delivery models
      • Federating data & identity across internal / external sources
    Social business standards: tools to accelerate growth Social businesses capitalize on new ways of connecting with people & content to transform how value is created & business gets done . Standards will empower this ecosystem for interoperability & faster time to market, resulting in the acceleration of market growth. IBM’s Framework for social business is built on open standards IBM currently leads or participates in over 20 social business standards, including critical open web standards, like: OpenSocial 2.0, ActivityStreams 1.0, OAuth 2.0, HTML 5, CMIS, OpenAjax.
  • 14. Standards profile:
    • The OpenSocial specification is managed by the OpenSocial foundation, who's mission is to sustain the free and open development of social standards & specifications.
    What is it? What is new? Why is it important? OpenSocial is provides a set of specifications defining APIs for rendering and embedded web-based applications as well as surfacing social data (Profile, Relationship & Activity Streams). It provides for enterprise extensions, & alignment with enterprise content mgmt systems. The latest version of OpenSocial is 2.0.1. It aligns with several important standards-based components, including Activity Streams v.1.0, OAuth 2.0, Embedded Experiences, & Common Container APIs. OpenSocial provides a common app model & base set of APIs to enable extension of the Social platform. Additionally, continued outreach efforts are driving broader alignment in the standards community to adjacent standards (i.e. OAuth 2.0 & CMIS) & emerging scenarios
    • IBM participates on the OpenSocial board of directors and is working to drive a three-year strategy with community members.
    • Planned Implementations: LotusLive, IBM Connections, IBM Lotus Notes/Domino, Rational Team Concert, Sterling
    • Current Implementations: Cisco, SAP, Jive, Atlassian, Google, Yahoo, LifeRay, Oracle, Magneto, Tibco, Tibbr, Surfnet, Paypal
    • Find out more about OpenSocial at www.opensocial.org
  • 15. Standards profile: HTML 5
    • The HTML 5 specification is managed by the W3C HTML Working group, which continues to develop and standardize both classic HTML & XML syntaxes.
    What is it? What is new? Why is it important? HTML 5 is a method for creating Rich Internet Applications that represents the evolution of HTML 4 and XHTML but also incorporates other standards such as SVG and CSS. It brings native support for technologies, including audio & video, that until recently required plugins. HTML 5 continues to be under development and is seeing increasing broad adoption. Mobile support is being made more robust. HTML 5 already enjoys limited support by most browsers and offers an open standards alternative to more proprietary environments such as Adobe Flash, Microsoft Silverlight, Adobe Air and Java FX. Additionally it is being developed with mobile applications in mind.
    • IBM is chairing the HTML Working Group, along with representatives from Microsoft & Apple
    • Implementation is happening in real time, as most of the spec authors are also browser vendors (Microsoft: IE 9, Apple: Safari, Google: Chrome, Mozilla: Firefox & Opera)
    • Find out more about HTML5 at http://www.w3.org/2007/03/HTML-WG-charter
  • 16. Standards profile:
    • The OAuth 2.0 specification is developed by the OAuth Community and managed internationally through the IETF.
    What is it? What is new? Why is it important? OAuth is an open protocol to allow secure API authorization in a simple and standard method from desktop and web applications. It also provides a consistent model that bridges on-premise to cloud. OAuth 2.0 greatly simplifies the process of developing with the protocol by building on the lessons learned from previous versions, while preserving security. The latest version includes profiles, authorization flows, and support for web apps, desktop apps, mobile & living room devices. OAuth 2.0 is a key security technology for the integration of social business products both inside & outside the firewall. Complexity of implementation has been reduced in this version, improving adoption in the marketplace.
    • IBM is a regular contributor to OAuth, providing expertise to review the security & authorization methods in the latest release.
    • Planned implementations include: IBM Connections, IBM Lotus Notes/Domino, Rational Team Concert, WebSphere, Sterling
    • Current implementations include: Tivoli Federated Identity Manager 6.2.2, LotusLive, Google, Yahoo, Twitter
    • Find out more about OAuth 2.0 at http://oauth.net/
  • 17. Standards profile:
    • The Activity Streams specification is managed by the Activity Streams community
    What is it? What is new? Why is it important? The Activity Streams spec is the primary event propagation mechanism for Social Business. It uses a common model to syndicate events to end users. While inspired by consumer social spaces, businesses are rapidly building on capability to share & consume business related events Activity Streams 1.0 is the current version, which supports the JavaScript Object Notation (JSON) specification. Activity Streams provide app developers with a common language to describe business events for users. Implementation of Activity Streams simplifies line of business visibility across users & supports the ability to share, comment & collaborate.
    • The lead editor for the ActivityStreams specification (JSON) is James Snell from IBM
    • Current implementations include: Facebook, G+, Microsoft Windows Live, Office 365, Yammer, SocialCast, Tibber, BBC, Opera, TypePad, Gowalla, Gnip, Superfeedr, YIID
    • Find out more about Activity Streams at http://activitystrea.ms/
    Activity Streams
  • 18. BandRed Get involved: Help forge open cloud standards CloudStandards IBM is a founding member of the Cloud Standards Customer Council which:
    • Provides guidance to the multiple cloud standards-defining bodies
    • Establishes the criteria for open-standards-based cloud computing
    • Delivers content in the form of best practices, case studies, use cases, requirements, gap analysis and recommendations for cloud standards
    • 2011 Deliverables :
      • Practical Guide to Cloud Computing,
      • Cloud Computing Use Cases,
    • 2012 New Initiatives
      • Security Work Group
      • Service Level Agreement (SLA) Cookbook
    companies are participating 270+ operate outside the IT realm 50%
  • 19. Social standards contestation in action: Making your Apps social – Starting Simple
    • A simple use case, building on consumer patterns (YouTube)
    • Share consistently with you business network
    • Standards driving a consistent approach for realizing true application portability
      • Activity Streams - enabling you to share and comment
      • Embedded Experience – common pattern and model enabling exceptional web experiences and seamless integration
      • OpenSocial provides a common application model for surfacing content and services
    Lotus Connections 4 Beta Lotus iNotes (Beta)
  • 20. Social standards contestation in action: Thinking creatively & differentiate
    • Harness the business network
      • Extend the reach of your users and applications to the business network.
      • Open APIs allow you to connect across modalities
    • Make it easier for your partners to leverage the platform
      • Full featured applications
      • Simplified model
      • Reuse and leverage common skills and familiar technologies
  • 21. IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy Discussion agenda
    • A new approach to standards as an ingredient to ensure social business project success
    • Lessons learned: 3 steps to successful adoption of social business
    • IBM can help you get started with social business.
  • 22. 3 Steps to the successful adoption of social business technologies
    • Plan – Identify your social business advocates and form a cross-functional team to develop your business case and articulate the expected returns from empowering processes with social capability
    • Act – Develop a proof of concept by leveraging a social platform to extend existing solution investments
    • Measure – Obtain stakeholder agreement for the proof of concept and establish the metrics of success by which social enablement for the project will be measured
    Evaluate each implementation, replicate successes & build upon consecutive social investments to grow a comprehensive social business program Stages1 Stages1 Stages1
  • 23. ulcrest Modernizing IT at the University of London The University of London wanted to provide worldwide access to internationally-renowned programs through:
      • Broader access for students
      • Enhanced learning experience that promotes student achievement
      • New & more robust collaborative relationships
      • Proactive planning & management of sustained growth.
    The benefits Expanded student access, facilitated global business learning & reduced paperwork, saving an expected £300,000 annually . The solution Leverage social business technology to provide each student with:
      • Enhanced, online learning environments
      • Identity & access management
      • Student email & networking
      • Business integration & content management
      • Simple web interface
    The challenge Modernize outdated & inefficient IT systems for over 41,000 distance learning students, educators & administrators.
  • 24. The successful adoption of social business Step 1: Plan
    • Establish a balanced IT / Business team, with members who are passionate about driving change & represent a diverse set of organizational interests
    • Plan small, inexpensive, easy-to-action projects that are assured to be successful due to their simplicity
    • Leverage each small success to build a transformational momentum that can be used to grow a larger program
    [The plan] would deliver the core functionality as soon as possible without the risks of a “big bang” approach. ~ Craig O’Callaghan Director of Business Transformation University of London ulcrest Stages1
  • 25. Stages2 The successful adoption of social business Step 2: Act
    • Keep an overall view of the architecture in mind, but keep projects small and manageable
    • Extend existing architecture before building from scratch to help build confidence for more complex projects
    • Execute tasks crisply and avoid sacrificing quality for the schedule
    …the advantage [of the solution] is its extensibility and service-orientation. There is almost no limit to the range of services we can offer… we can keep adding functionality to improve the student experience ~ Craig O’Callaghan Director of Business Transformation University of London ulcrest
  • 26. The successful adoption of social business Step 3: Measure
    • Identify clear, pertinent metrics that can be measured accurately without additional expense
      • Project cost vs. ongoing savings or revenue (ROI)
      • User experience metrics (response time, volume, usability)
    • Ensure that measurements gauge success that is significant to stakeholders
    • Measure consistently and honestly to make certain each project is truly having the desired impact
    ulcrest Stages3 1 £300k The number of passwords students needed after implementation of SSO – down from 9 when the project started Targeted annual savings from reduction of administrative overhead after project completion
  • 27. Keys to success Keys to Success Establish executive support Address organization change mgmt. Adopt open standards Develop Service Level Agreement Address federated governance Rationalize security and privacy Address legal & regulatory requirement Define metrics and process for measuring impact http://upload.wikimedia.org/wikipedia/commons/thumb/6/65/Crypto_key.svg/671px-Crypto_key.svg.png
  • 28. The value of the social business is in what it can do for The University of London LOW HIGH Efficient Effective Replicate React Anticipate think Creatively Differentiate act Predictively Logistically Strategically LOW HIGH Incremental Change – evolution vs. revolution
  • 29. Pop quiz: What are your lessons learned? Hikers
  • 30. IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy Discussion agenda
    • A new approach to standards as an ingredient to ensure social business project success
    • Lessons learned: 3 steps to successful adoption of social business
    • IBM can help you get started with social business.
  • 31. IBM Social Business Platform IBM introduces the only secure, compliant, and scalable Social Business Platform, powered by analytics, that helps clients to rebuild processes IBM's first purpose-built application for social media analytics, leveraging IBM’s leading research and software-based assets and its rich Business Analytics user experience Cognos Customer Insight IBM enables companies to deliver exceptional web experiences to better engage and interact with their customers over the web. V.8 will include ortal 8, Connections 4, Enhanced SEO support, analytics overlays, Forms and Mobile Portal Accelerator modules IBM Customer Experience Suite Infinite scalability to social networking content with all of the compliance controls required. Connect people and expertise with content to drive business value. Manage social content by connecting it to the right people for significant business value. Successful organizations collaborate, deliver, manage and govern content in context. ECM for Social Business Social business in the cloud enables clients to pair business transformation with the economic benefits of cloud. The offering will include LotusLive capabilities and a platform for third-party apps. IBM SmartCloud for Social Business Key to this new release of Notes/Domino Social Edition, embedded experiences that are based on the Open Social 2.0 standard provide in-context active content. Notes/Domino Social Edition Social business platform with a rich set of integrated, secure, scalable collaboration & social software apps. This platform allows customers, partners & employees to discover expertise, share content & collaborate with communities & subject matter expert across a social business. Connections 4.0
  • 32. SmartCloud Collaboration and Social Business Offerings
    • Lotus Domino
      • Enterprise, Utility servers
    • WebSphere Portal
    • Content Manager
    • IBM Mashup Center
    • IBM WebSphere sMash
    • IBM Collaboration for
    Social Business
  • 33. Domino blueArrows compassRose connections_logo IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy Notes lotuslive slumberland-logo asianpaints basf bloomberg brunswick chb Genworth hearst-corporation-logo2 Henkel kraft logo_tdbank logo-cemex-tagline logos1s main_logo_03 MEMC omron_logo pepsico prudential quicknav_logo redbull IBM Social Business is enabling customers globally slide 21
  • 34. IBM_OpEd_SocialBusiness_Icon_Final_Art_01262011-copy Take action on your social business journey www.ibm.com/socialbusiness Contact your local IBM sales rep
    • Visit the IBM Social Business Portal for more information on our capabilities http://www.ibm.com/social
    • Check out these videos for an overview of IBM Social Business http://www.youtube.com/watch?v=ZLXf7T6xOx4 http://www.youtube.com/watch?v=ihTAf_fuNOs
    • Experience Social Business on the IBM Cloud through the Lotus Live Demos http://www.lotuslive.com
    • Join the W3C Social Business Community Group for practical advice on architecting an open social business solution http://www.w3.org/community/socbizcg
  • 35. 5300_IBM_Black
  • 36. Legal Disclaimer
      • © IBM Corporation 2011. 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.
      • Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
      • All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.
      • Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation. 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.
      • If you reference Java™ in the text, please mark the first use and include the following; otherwise delete: Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.
      • If you reference Microsoft® and/or Windows® in the text, please mark the first use and include the following, as applicable; otherwise delete: Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.
      • If you reference Intel® and/or any of the following Intel products in the text, please mark the first use and include those that you use as follows; otherwise delete: Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.
      • If you reference UNIX® in the text, please mark the first use and include the following; otherwise delete: UNIX is a registered trademark of The Open Group in the United States and other countries.
      • If you reference Linux® in your presentation, please mark the first use and include the following; otherwise delete: Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others.
      • If the text/graphics include screenshots, no actual IBM employee names may be used (even your own), if your screenshots include fictitious company names (e.g., Renovations, Zeta Bank, Acme) please update and insert the following; otherwise delete: All references to [insert fictitious company name] refer to a fictitious company and are used for illustration purposes only.