Snug september 2010

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My presentation at the Dutch Lotus User Group event in the Amsterdam Arena September 10

My presentation at the Dutch Lotus User Group event in the Amsterdam Arena September 10

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  • Client Context / Business Drivers: Workforce: Changes in workforce demographics - 40%+ expected to retire in next 7- 10 yrs, economic recovery might accelerate retirement pace; shift in organizational away from command-and-control to more engagement between labor and operations management Operations: Key focus on improving safety culture to reduce accidents/injuries to employees and public; reduce exposure to litigation Customers: Economic downturn has increased competitive pressures; innovating and improving total customer and service experience is key to maintain/grow revenue Sample Pain Points: Inconsistent customer experience to resolve operational and billing issues; lots of data, but poor aggregation and organization making it difficult to resolve customer service issues Many 'hidden' knowledge networks; little organized communities and knowledge sharing; Baby boomer workforce will be retiring with material institutional knowledge not documented Highly regulated industry put poor tools to create/share compliant documents Significant operational downtime caused by poor visibility and access to subject matter experts; no structured follow-up with corrective education to prevent reocurrence Need for interdisciplinary, geographically dispersed teams but no tools to facilitate them Decentralized organization and lack of effective governance to coordinate/standardize Web 2.0 collaboration tools and efforts Enabling SW Products: Lotus Connections
  • Client Context / Business Drivers: Workforce: Aggressive 3-yr hiring plans to address business growth and new skills mix; maturing workforce leaving resource, knowledge, and skills gaps; sporadic, 'grassroots' experimentation with Social Networking tools (e.g., LinkedIn, Facebook) Operations: Increased Capex spending to increase/improve generation/transmission/distribution assets; anticipation of increase in 'project-based' work; focus on employee safety and productivity Customers: Pressure to enhance service levels and manage costs coupled with growing customer needs and expectations; new “Green” initiatives require better communications and knowledge sharing internally and externally with customers Sample Pain Points: Culture of over reliance on face to face meetings to drive consensus and decision making takes up manager time and bandwidth Challenges with culture of face to face meetings: Dispersed workforce , Drive time, safety and carbon footprint Poor retention -- Highest turnover occurs with people <3 years with company 10-15% turnover rate E-mail overload causing risk of ignoring important information for decision making Knowledge sharing – need to find a way to get best performers to share their best practices with the rest of the organization Drain on the veterans from having to mentor/train new hires Lack of real time collaboration to reach out to anyone within the organization No easy way today to mine talent pool within the company for internal job rotations and/or projects Enabling SW Products: Lotus Connections Lotus Sametime
  • Current Challenges (Sample): Ineffective means to support corporate communication and collaboration (currently primarily based on e-mail, phone, and face-to-face/travel) No tools/capabilities to support project-based workteams, and information/knowledge sharing within teams, departments, functional areas Increasingly complex processes (e.g., claims adjustment), but finding and leveraging the 'right experts' is difficult Fragmented knowledge/content repositories with ineffective search capabilities Significant amount of rework, duplicate work, and 're-inventing the wheel' High expected retirement rates putting a lot of organizational knowledge and experience at risk New hiring process is expensive; getting a case worker (e.g., claims processor) up to speed takes up to 6 month Plans to increase share of remote (at-home) workforce, but limited collaboration, knowledge mgmt, and communication tools are limiting productivity Enabling SW Products: Already in place: Websphere Portal, Lotus WCM, Lotus Notes, Lotus Sametime Additional products sold: Lotus Connections, Lotus Quickr, WebSphere Mobile Portal Accelerator
  • Client Context / Business Drivers: Workforce: Changes in workforce demographics - 40%+ expected to retire in next 7- 10 yrs, economic recovery might accelerate retirement pace; shift in organizational away from command-and-control to more engagement between labor and operations management Operations: Key focus on improving safety culture to reduce accidents/injuries to employees and public; reduce exposure to litigation Customers: Economic downturn has increased competitive pressures; innovating and improving total customer and service experience is key to maintain/grow revenue Sample Pain Points: Inconsistent customer experience to resolve operational and billing issues; lots of data, but poor aggregation and organization making it difficult to resolve customer service issues Many 'hidden' knowledge networks; little organized communities and knowledge sharing; Baby boomer workforce will be retiring with material institutional knowledge not documented Highly regulated industry put poor tools to create/share compliant documents Significant operational downtime caused by poor visibility and access to subject matter experts; no structured follow-up with corrective education to prevent reocurrence Need for interdisciplinary, geographically dispersed teams but no tools to facilitate them Decentralized organization and lack of effective governance to coordinate/standardize Web 2.0 collaboration tools and efforts Enabling SW Products: Lotus Connections
  • Client Context / Business Drivers: ManuCo had launched a strategic initiative to “ Increase productivity of (20,000) desktop employees, by 'reducing non-value-add work in value-add activities '” Initiative was part of a productivity continuum that started in the manufacturing plants (6 sigma, Enterprise Lean Sigma), and now extended to the knowledge worker community ManuCo also hired a new SVP HR to establish the programs and working environment needed to attract and retain a talented, diverse, ethical and motivated management team and workforce One of 1 st priority was to build a global Intranet (sponsored by SVP HR and VP Communications) that will support the business growth through improved communications, collaboration, and knowledge management Business Objectives/Requiremets for new Intranet: Strengthen global corporate communication and collaboration (direct employees in 51+ countries) Improve operational efficiencies through global sharing of information, best practices, and processes (between manufacturing & distribution facilities) Improve access to corporate information (Geo/Country to Headquarters) Improve management oversight and decision support Facilitate the successful rollout and adoption of Lean Enterprise Six Sigma Reduce HR administration cost through increased use of employee/mgr self-service Develop centrally managed, common IT (Portal and Collaboration) platform Enabling SW Products: Already in place (but competitive pressure from MSFT): Websphere Portal, Lotus WCM, Lotus Notes, Lotus Sametime Additional products sold: Lotus Connections
  • Client Context / Business Drivers: Workforce: Aggressive 3-yr hiring plans to address business growth and new skills mix; maturing workforce leaving resource, knowledge, and skills gaps; sporadic, 'grassroots' experimentation with Social Networking tools (e.g., LinkedIn, Facebook) Operations: Increased Capex spending to increase/improve generation/transmission/distribution assets; anticipation of increase in 'project-based' work; focus on employee safety and productivity Customers: Pressure to enhance service levels and manage costs coupled with growing customer needs and expectations; new “Green” initiatives require better communications and knowledge sharing internally and externally with customers Sample Pain Points: Culture of over reliance on face to face meetings to drive consensus and decision making takes up manager time and bandwidth Challenges with culture of face to face meetings: Dispersed workforce , Drive time, safety and carbon footprint Poor retention -- Highest turnover occurs with people <3 years with company 10-15% turnover rate E-mail overload causing risk of ignoring important information for decision making Knowledge sharing – need to find a way to get best performers to share their best practices with the rest of the organization Drain on the veterans from having to mentor/train new hires Lack of real time collaboration to reach out to anyone within the organization No easy way today to mine talent pool within the company for internal job rotations and/or projects Enabling SW Products: Lotus Connections Lotus Sametime

Transcript

  • 1. Social Software How companies benefit Arjan Radder, IBM Lotus
  • 2.  
  • 3.  
  • 4. How do companies benefit from working with IBM Open Standards - Choice of platform - Integration Build vs Buy Authentication Cloud / On premis Innovation
  • 5. let´s look at some simple use cases
    • How do you find a person / expertise?
  • 6. What´s in a name?
  • 7. Having a Persons Profile tells you more
  • 8. And helps a person or company
    • To get more relevant information
    • To get that information faster
    • To make better decisions
    • To get an answer to a customer sooner (then you competitor)
    • To stay connected to what's going on in your network
  • 9. How do you conduct an activity?
  • 10. Or would this be smarter?
  • 11. So you could;
    • Have all information in ONE place
    • Be able to add comments, to do´s, files, links etc
    • Make it accessible to other people in the future
    • Decrease your inbox, mail traffic and personal files
    • Run a smoother project
    • Get better results, faster answers to customers
    • Saving time and money for important things instead of searching and organizing information
  • 12. How would you create a new version of a product or service?
  • 13. Or would it be smart to involve your customers and resellers?
  • 14. So you could
    • Get a better product
    • To your customer faster
    • With more support from your customer / business partners
    • Beat your competitor
    • Please your shareholders
  • 15. Would you count on customers being involved via this
  • 16. Or would a customer community / Panel be smarter?
  • 17. So you
    • Would have a real discussion with your customers
    • Know what ´makes them tick´
    • Increase customer satisfaction
    • Customer retention
    • Improve up/ cross selling
  • 18. Social Software; Business Value Assesments
    • BVA is a methodology that helps an organization discover the potential benefits of a Social Software implementation
    • The results in the slides that follow are real results, derived from real BVA studies at real companies
    • If you would like a BVA conducted for your company please contact me
  • 19. Business Benefits from Smarter Collaboration at RailCo
    • Business Objectives and Needs
      • Leverage Web 2.0 collaboration solutions to drive cost savings, operational efficiency and revenue increases:
        • Achieve a more unified, open culture and improve management / unionized employees communications
        • Innovate and differentiate the customer experience in a difficult economic environment
        • Address changes in workforce demographics, retain organizational knowledge and attract/retain 'Gen X/Y'
    • Solution
      • Executive blogs, communities, and discussion forums to improve knowledge sharing and communications between management and unionized employees
      • Profiles, expertise location, and team workspaces to effectively support project-based, geographically dispersed work teams
      • Collaborative document creation and content repositories to harvest critical knowledge from retiring employees
    • Leading North American railroad franchise
    • 32,000 route miles
    • 45,000 employees
    • Largest intermodal carrier
    • Estimated Benefits (3yr)
      • Quantified Benefits:
        • Increased sales effectiveness on top accounts: $8.1M
        • Reduced travel cost through on-line collaboration: $0.4M
        • Improved efficiency to attract and retain new employees: $0.2M
        • Increased employee productivity: $14.6M
      • Qualitative Benefits:
        • Reduced friction from “management vs. unionized labor” mindset
        • More engaged and motivated workforce
  • 20. Business Benefits from Smarter Collaboration at UtilityCo
    • Business Objectives and Needs
      • Executing the business vision for a cleaner and smarter energy future requiring increased operational agility and improved change management across the enterprise:
        • Ensure ability to safely and reliably generate, acquire, and transmit power to customers
        • Improve effectiveness and delivery of customer programs and services
        • Maintain a stable, productive, flexible, and satisfied workforce
        • Improve operational ability to respond/adapt to changing customer and market demands
    • Solution
      • Social networking platform to enable asynchronous knowledge capture, dissemination and collaboration
      • Real time collaboration and messaging to reduce the need for face-to-face team meetings and status calls
      • Team rooms and content libraries to effectively organize and share content for projects and teams
    • Large electric utilities provider in United States
    • Serves more than 14 million people
    • Approximately 15,000 employees
    • Estimated Benefits (3yr)
      • Direct Benefits:
        • Reduced mileage expense: $3.1M
        • Reduced discretionary training: $0.6M
        • Reduced teleconferencing cost: $0.3M
        • Reduced e-mail storage cost: $0.1M
      • Indirect Benefits:
        • Increased employee productivity: $6.5M
        • Faster new employee onboarding: $0.5M
        • Reduced employee turnover: $0.1M
        • Reduced cost of IT helpdesk: $0.1M
  • 21. Business Benefits from Smarter Collaboration at HealthCo
    • Business Objectives and Needs
      • Drive operational efficiencies and increase teaming and collaboration across functional areas:
        • Improve access to important, relevant information by employees, partners and customers
        • Improve ability to easily and quickly find and leverage experts and expertise
        • Reduce cycle-time and bottleneck issues to accelerate operations and free up processing capacity to support business/revenue growth records
    • Solution
      • Portal-based platform to support internal and external communications and processes with role-specific access for patients, care providers, and administrators
      • Easy-to-access, user-friendly Web 2.0 collaboration tools integrated with the Portal platform
      • eForms and Web Content Management with workflow automation to streamline paper-based processes
    • Large Health Plan with approx. 3,500 employees and largest network of providers within US state
    • Serving individuals, families, and employee groups (over 2.5M+ members in total)
    • Estimated Benefits (3yr)
      • Direct Benefits:
        • Reduced telephone cost: $1.7M
        • Reduced training cost: $0.9M
        • Reduced cost of printing: $0.5M
        • Reduced cost of web-conferencing: $0.4M
        • Reduced travel cost: $0.2M
      • Indirect Benefits:
        • Increased sales conversion: $5.3M
        • Increased employee productivity: $2.7M
        • Reduced cost of new employee onboarding: $0.2M
  • 22. Business Benefits from Smarter Collaboration at RailCo
    • Business Objectives and Needs
      • Leverage Web 2.0 collaboration solutions to drive cost savings, operational efficiency and revenue increases:
        • Achieve a more unified, open culture and improve management / unionized employees communications
        • Innovate and differentiate the customer experience in a difficult economic environment
        • Address changes in workforce demographics , retain organizational knowledge and attract/retain 'Gen X/Y'
    • Solution
      • Executive blogs, communities, and discussion forums to improve knowledge sharing and communications between management and unionized employees
      • Profiles, expertise location, and team workspaces to effectively support project-based, geographically dispersed work teams
      • Collaborative document creation and content repositories to harvest critical knowledge from retiring employees
    • Leading North American railroad franchise
    • 32,000 route miles
    • 45,000 employees
    • Largest intermodal carrier
    • Estimated Benefits (3yr)
      • Quantified Benefits:
        • Increased sales effectiveness on top accounts: $8.1M
        • Reduced travel cost through on-line collaboration: $0.4M
        • Improved efficiency to attract and retain new employees: $0.2M
        • Increased employee productivity: $14.6M
      • Qualitative Benefits:
        • Reduced friction from “management vs. unionized labor” mindset
        • More engaged and motivated workforce
  • 23. Business Benefits from Smarter Collaboration at ManuCo
    • Business Objectives and Needs
      • Increase employee productivity and operational efficiency in high-value business process areas:
        • Support global business growth through improved collaboration and knowledge management
        • Optimize communication of company values, vision, strategies, culture and resources to attract and retain the best people
        • Make the business more responsive and effective by improving information access and management reporting/oversight of key operational indicators records
    • Solution
      • Enterprise-wide B2E Portal and Collaboration platform enabling manager and employee self-service capabilities, role-specific access to content and information,
      • Standardized Web 2.0 collaboration and social networking services
      • Improved performance managemnt and decision support through personalized Management Dashboards
    • Global leader in consumer and office products
    • Approximately 36,000 employees
    • Over 200 manufacturing & distribution facilities in 60+ countries
    • Estimated Benefits (3yr)
      • Direct Benefits:
        • Reduced training cost: $3.2M
        • Reduced cost of web content management: $0.4M
        • Reduced cost of printing and document handling: $0.2M
        • Reduced cost of HR administration: $0.2M
      • Indirect Benefits:
        • Increased employee productivity: $7.5M
        • Reduced time away for face-to-face meetings for shop-floor personnel: $0.3M
  • 24. Business Benefits from Smarter Collaboration at UtilityCo
    • Business Objectives and Needs
      • Executing the business vision for a cleaner and smarter energy future requiring increased operational agility and improved change management across the enterprise:
        • Ensure ability to safely and reliably generate, acquire, and transmit power to customers
        • Improve effectiveness and delivery of customer programs and services
        • Maintain a stable, productive, flexible, and satisfied workforce
        • Improve operational ability to respond/adapt to changing customer and market demands
    • Solution
      • Social networking platform to enable asynchronous knowledge capture, dissemination and collaboration
      • Real time collaboration and messaging to reduce the need for face-to-face team meetings and status calls
      • Team rooms and content libraries to effectively organize and share content for projects and teams
    • Large electric utilities provider in United States
    • Serves more than 14 million people
    • Approximately 15,000 employees
    • Estimated Benefits (3yr)
      • Direct Benefits:
        • Reduced mileage expense: $3.1M
        • Reduced discretionary training: $0.6M
        • Reduced teleconferencing cost: $0.3M
        • Reduced e-mail storage cost: $0.1M
      • Indirect Benefits:
        • Increased employee productivity: $6.5M
        • Faster new employee onboarding: $0.5M
        • Reduced employee turnover: $0.1M
        • Reduced cost of IT helpdesk: $0.1M
  • 25. Extra examples
  • 26. But be aware...
  • 27. www. IBM .com
  • 28. More information via
    • www.lotus.com/connections
    • Try Lotus Connections live via http://greenhouse.lotus.com
  • 29.