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Web2.0 goes to work Natraj Akella   Business Head – India / SA Advanced Collaboration  Lotus SWG  IBM India [email_address]
Web 2.0 http://www.flickr.com/photo_zoom.gne?id=464050003&size=o, Yaniv Golan http://www.flickr.com/photo_zoom.gne?id=464050003&size=o   Yaniv Golan
Love it or hate it… you have to know about it!
Five Historical Waves of Economic & Social Transformation Installation Deployment Irruption The Industrial  Revolution Age of Steam  and Railways Age of Steel, Electricity and Heavy Engineering Age of Oil, Automobiles and Mass Production Age of Information and Telecommunications Frenzy Synergy Maturity Panic 1797 Depression 1893 Crash 1929 Dot.com Collapse Coming period of Institutional Adjustment 1 2 3 4 5 Panic 1847 1771 1829 1875 1908 1971 1873 1920 1974 1829 Source: Perez, C., “ Technological Revolutions and Financial Capital ”, 2002 Crash ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What’s  hot  and what’s  not  in  Web 1.0 Web 2.0 Peer production,  co-creation, clip culture Passive consumers, subscription content Personalised products, niche marketing, dynamic advertising Mass production, mass marketing, mass advertising Cross channel content; mobile to web, TV to Mobile, IPTV Parallel channels Consumer driven supply chains Supply chains based on historical data Virtual business models Command & control business models Interactions Transactions
A Perfect Storm: The Four Revolutions Inspired by:  Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
The  Particular  Characteristics of the Coming Deployment Installation Deployment Irruption Age of Information and Telecommunications Frenzy Synergy Maturity Dot.com Collapse 5 1971 ,[object Object],[object Object],[object Object],[object Object],[object Object],Coming Period of Institutional Adjustment Crash
A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by:  Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
Economic http://flickr.com/photo_zoom.gne?id=1812312679&size=o Coyote Jack
Web 2.0 businesses are transforming the Internet The History of the World Wide Web Publishing Commerce Participation
The Consumer World :   Empowerment as the catalyst Driving New Technology Adoption in the Workplace Driving New Interactions with Organisations 39% of Europeans use open source software; 29% plan to 21% European bid or sell on online auctions 45% Skype users are in Europe Internet ads to grow 22% in Europe 2007.. More than TV
Consumer power  has created new environments and opportunities 27 * Concise Oxford English Dictionary ,[object Object],[object Object],[object Object],[object Object],[object Object],Empowered Consumer
Changes in  media   consumption Source: Neopets Youth Study; Annual Reports; Press Clippings; McKinsey analysis …  as individuals switch to online media… Daily hours spent at activity 5.0 2.0 TV 0.5 2.5 Internet 2003 2004 2005 2006 …  resulting in increased online advertising spend Google UK advertising revenue £m 1,300 800 TV advertising is losing effectiveness… 1990 2010 ,[object Object],[object Object],[object Object],[object Object],Indexed impact of TV advertising 100 40 -60% 77 Channel 4 ITV 1 General population Teen population
The Business World:   Conventional models are under pressure
Conventional business models  are under pressure Customer priorities now and in 2020 Personal relationships with employees Brand values Quality of customer service Price competitiveness Quality of product/service Now (select up to three) 2020 (select up to three) Personalisation of product/service 52% 34%
A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by:  Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
Social http://flickr.com/photo_zoom.gne?id=1039909856&size=l Todd Huffman
Amazon http://flickr.com/photo_zoom.gne?id=22691500&size=l  Fluzo
ebay http://flickr.com/photo_zoom.gne?id=303284582&size=o  liewcf
 
Blogs http://flickr.com/photo_zoom.gne?id=15649424&size=l basykes
Wikis http://flickr.com/photo_zoom.gne?id=1251418253&size=o hive
Unlocking Knowledge http://flickr.com/photo_zoom.gne?id=321433870&size=l  Darwin Bell
A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by:  Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
Technical http://flickr.com/photo_zoom.gne?id=637176822&size=l  Brenda Anderson
A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by:  Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
Baby Boomers 44 to 63 years old Generation X 28 to 44 years old Millennials 8 to 28 years old Traditionalists > 63 years old © 2008 Gonzo fan2007 Creative Commons Attribution License
Consequences for the corporate world ,[object Object],[object Object],[object Object],[object Object],[object Object]
… . the workforce is changing by geography, generation, and culture “ I’ll have someone from my generation get in touch with someone from your generation.”  What people do online monthly 40% 20% 18-26 27-40 41-50 51-61 Forrester Research Use social networking sites Read blogs Watch internet video Write blogs
[object Object],[object Object],[object Object],[object Object],[object Object],New Approaches Required to Boost Performance & Growth IBM Institute for Business Value, CEO Study 2006 CEOs: Sources of new ideas and innovation Business partners Customers Consultants Competitors Associations, trade groups, conference boards Academia Internet, blogs, bulletin boards Think tanks Other R&D (internal) Sales or service units Employees (general population) 5% 15% 25% 35% 45% 45% 35% 25% 15% 5%
The Globally Integrated Enterprise: The New Global Business Business Model Innovation Globalization Internet Open Standards Changing  Demographics Deregulation Commoditization Driving process excellence for back-office efficiency and client-facing productivity Operating by common set of values Capitalizing on talent and scale worldwide Globally Integrated Company Lowering the center of gravity closer to the customer  Creating culture of innovation  “ The emerging globally integrated enterprise fashions its strategy, management and operations in pursuit of value delivery worldwide. State borders define less and less the boundaries of corporate thinking or practice.” Sam Palmisano IBM Chairman and CEO
The world is changing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],From hierarchies…  to  networked hierarchies
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Changing Nature of Work… “ Today, more than 85 percent of a typical S&P 500 company’s market value is the result of intangible assets. For many companies, the bulk of these intangible assets is its people, its human capital. It is no longer what you own that counts but what you know…”  — Craig Symons, Forrester Research, Inc. … Drives a Need to Connect Dispersed Workforces
[object Object],[object Object],[object Object],[object Object],Source: Nemertes Research Inc. The office is… “virtual”….
Organizational change, boldness, need for collaborative innovation through the firewall drives social software adoption ,[object Object],[object Object],[object Object],[object Object],IBM Institute for Business Value CEO Study 2008 ,[object Object],[object Object],[object Object],[object Object]
Connecting and Empowering People in a Complex World  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Web 2.0 Technologies Enable Social Networking Solutions People Optimized Point Dynamic – Web 2.0 Process Optimized Information Optimized Integrated Publish Information Processes & Transactions Connecting People Web 2.0: Second-generation of Internet-based services that let people collaborate and share information online in new ways — such as  social networking sites, wikis,  communication tools, and  social bookmarking .
The Value of Social Software for Business ,[object Object],[object Object],[object Object],Complete Tasks Faster ,[object Object],[object Object],[object Object],Execute with Confidence ,[object Object],[object Object],Grow through Innovation ,[object Object],[object Object],Empower People
Introducing IBM Lotus® Connections ,[object Object],Communities Blogs Dogear Activities Profiles
 
 
Web 2.0, Social Computing and Innovation ,[object Object]
Attributes of Enterprise 2.0 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers”
I have a dream… ,[object Object]
The future of Office
Meet  Gail.
AKA  ...the WDI Africa Team Leader.
We’ve become friends since I joined the WDI program.
Old Way New Way Gail wants to do things the  New Way
I  have introduced  Gail  to new tools so she can  improve her productivity  at work.
@ home
… she uses   Google  and  Del.icio.us   to   filter   the Internet for the information she needs.
@ work
… she uses  Dogear  to find what she needs.
@ home
… she taps the  collective knowledge  of the internet through Wikipedia.
@ work
… she taps the  collective wisdom  of her team through a Quickr place.
@ home
...if she misses a radio show or a bit of TV she  catches up  using…
@ work
… if she misses a meeting she pulls the   summary   minutes from the   media library.
@ home
… through … she knows what her friends are doing  24/7  wherever they are.
@ work
… she  networks  using  Lotus Connections  to stay connected.
@ home
When she’s not catching up with friends, she’s using her spare time to catch up on her WDI colleagues.
She has her own  blog … ...where she  advertises  her WDI activities.
So far she’s had  many people  read her blog from  all over the   world .
In this online   community   she’s …  a respected   leader … and a   dedicated   follower.
When she got   interested   in the WDI  her   network   was…
now   it’s…
@ work
People around the world IBMers around the world Other IBMers in Gail's country Co-Workers Friends Since discovering  Lotus Connections , her  network has grown  to... Gail Jim Mary Gail's manager Jim’s manager Susan John Helen Roberto Akira Chris Peter Frequent e-mails Infrequent e-mails Wikis + Blogs + SN
...and she uses Lotus Connections Smallblue (Atlas) to extend her network...
...and her favourite tools to collaborate
She is a star at work and no longer sends large email attachments... ...because attachments are stored and shared in a Quickr place.
If you ask Gail what she enjoys most at work, she’ll say…
… I am able to   connect   with  anybody …
… at  anytime …
… from  anywhere ...
… using my favourite  tools !
Are you ready?
“ In the new global economy,  one simple rule prevails:  when everything is connected, work moves .  It flows like water  to the places it will be done best,  be that Bangalore,  Austin, or Cape Town. (but) it’s not only work that flows  when everything is connected.  So does competition.  So does political stability.  So does economic progress.” Sam Palmisano
“ We no longer have to replicate IBM  from floor to ceiling in every country.  We are optimizing key operations  in the right places in the world  – eliminating redundancies and excess overhead  – and integrating those operations  horizontally and globally. (…) This is about doing the right tasks,  with the right skills, in the right places.” Sam Palmisano
 
We made important strategic decisions, and got  to work I.  To become the premier Globally Integrated Enterprise II.  To focus on open technologies and high-value  solutions III. To deliver integration and innovation to clients
Internet Connectedness as of 2006 Over one billion individuals are using the internet ~17% of global population Source: Computer Industry Almanac  http://www.c-i-a.com/pr0899.htm # of Internet Users (M) North America Western Europe Asia-Pacific South Central  America Eastern Europe Middle East/Africa Deployment Installation Crash Worldwide Internet Usage by Region Source:  http:// www.internetworldstats.com/stats.htm Regional Share 30% 28% 25% CAGR 30% 0 100 200 300 400 500 600 700 800 1995 2000 2005 4% 1% Middle East /  Africa 6% 1% Eastern Europe 7% 1% South Central America 25% 8% Asia-Pacific 28% 20% Western Europe 30% 69% North America 2005 1995 Region
[object Object],Several years ago, we saw change coming Changes in Information Technology: A new computing architecture Changes  in client  needs: Integration and innovation
What customers want How customers ask for Web 2.0 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What customers want How customers ask for Web 2.0 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What customers want How customers ask for Web 2.0 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What customers want Queries and opportunities for web2.0  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What customers want Queries and opportunities for web2.0  ,[object Object],[object Object]
Discovery Reach new people and prospects Influence Millions upon millions of people converge because of these social networks.  Leverage that… Marketing 2.0 So, you don’t get the connection between social networking and marketing? Just think……
How social networking can support your business objectives Remember, with social networks  The marketing communications landscape is shifting dramatically as it moves  from   marketers talking at customers ,  to marketers listening and  responding to customer discussions . Drive existing and new clients  to your web site to  increase the success of your web program,  build excitement and participation in key events, and enable your social network to create a buzz about your brand Generate new leads & Increase marketing effectiveness Positively influence  the way existing & potential clients perceive your brand.  Build & Protect brand integrity Social networks can rapidly generate  Word of Mouth  and  Brand Buzz  eg Nike Increase brand awareness How can Social Networks Help Objective
What are IBM’s Social Media Marketing Goals ,[object Object],[object Object],[object Object],[object Object],[object Object]
IBM Marketing is getting started – by Listening!  Listen Interpret Integrate ,[object Object],[object Object],[object Object]
So what might a marketing framework  look like?  Build Network Communicate, Share Thoughts Collaborate on Ideas Challenge Team  to Innovate IBM Network Professional  Network Create FaceBook Advocacy Groups Create LinkedIn Groups  Promote in status Use  Beehive to create events & Promote programs in personal status & High5s Create Lotus Connections community Promote campaign in sametime messages. BlueTwit External Event teaser and offering updates on You Tube Store supporting files on Cattail  Add actions identified from clients in social network as actions in Lotus Connections Activities Tag marketing programs, offerings and events on Dogear, RSS Use post event feedback to create Thinkplace Challenge and address opportunities presented to us from our clients Learn, Share Resources Create external blog to build connection with social network and create IBM Advocacy Communities Posts marketing blog updates  on  BlockCentral Personal  Network Constantly growing influenced network  Drumbeat Grassroots strategy engagement  Innovative Growth Increased productivity Output Input Primary Optional Use RSS Feeds to automatically deliver new Content based on your preferences Create Brand Buzz & Build Relationships with Twitter Use Tagging & LinkBaiting eg Digg to increase search word success
Getting started ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Remember  that you are  no longer in control –  this is  about  listening  and  participating  in the conversation   to build relationships and influence.
Real challenges are driving the need for collaborative solutions Need for Innovation Need for Execution Need to Empower  Need to Connect  ,[object Object],[object Object],CEOs: Sources for ideas and innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
G lobalization increases the complexity of integrating processes and operations HR IT R&D Operations  Sales Finance Headquarters ,[object Object],[object Object],[object Object],[object Object]
New corporate competencies are required to operate in this environment 21 Leverages the power  of global assets Taps into a universe of modular services Operates seamlessly across boundaries via global values, skills and processes Embraces open collaboration and  knowledge sharing practices Makes informed choices within a global competitive market Secures unique value via specialization in a network of open partners The Globally Integrated Enterprise Operating Model Innovation Workforce enablement and effectiveness
The Enterprise of the Future is … Globally integrated 3 Hungry for change 1 Disruptive by nature 4 Genuine, not just generous 5 Innovative beyond customer imagination 2
CEOs see change coming from everywhere 2004 2006 2008 Market factors People skills Macroeconomic factors Globalization Regulatory concerns Technological factors Socioeconomic factors Environmental factors Geopolitical factors 84% 67% 42% 33% 44% 41% 48% 48% 35% External Forces Impacting the Organization Source: IBM Global CEO Study 2008; n (2004) = 403, n (2006) = 760, n (2008) = 1130 Market factors People skills Technological factors Globalization Regulatory concerns Macroeconomic factors Environmental factors Socioeconomic factors Geopolitical factors
Are you ready? ,[object Object],[object Object],[object Object],[object Object]
Companies go after new customers in new markets Source: IBM Global CEO Study 2008, n = 609;  * Total investments: all asset investments + all investments in R&D, marketing and sales Rise of purchasing power in rapidly developing economies and prosperity in Western economies 23.2% 27.5% Impact Investment* 19 % INCREASE
CEOs see more potential in a new class of customer Source: IBM Global CEO Study 2008,  n = 609 Impact “ In the future, we will be talking more and more about the ‘prosumer’— a consumer/producer who is even more extensively integrated into the value chain. As a consequence, production processes will be customized more precisely and individually.” Hartmut Jenner, CEO, Alfred Kärcher GmbH Rise of the Informed and Collaborative Customer:  The Information Omnivore
Are you ready? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ A few years ago, we were a national company; now we’re a global company. Our integrated supply chain must adapt to meet demand in 50 countries. We’re going to have to bring people in from the outside.” Jim Guyette, President and CEO, Rolls-Royce North America
Are you ready? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Business model transformation erupts Business Model Innovation Focus Source: IBM Global CEO Study 2008; n = 1106 Multiple BMI Types 20% Industry  Model Innovation 18% Enterprise Model  Innovation 39% Revenue Model Innovation 23%
Are you ready? ,[object Object],[object Object],[object Object],[object Object]
Corporate social responsibility rising on the CEO agenda “ Our company is investing extensively in corporate social responsibility. We need to be a reference in this domain. As the leader of the luxury industry, we have to stay ahead.” Yves Carcelle, Chairman and CEO, Louis Vuitton Source: IBM Global CEO Study 2008;  n (2004) = 403, n (2006) = 760, n (2008) = 1130 External Forces Impacting the Organization
Are you ready? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Time’s Person of the Year

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Web Innovation - DBB - social media & blogcamp

  • 1. Web2.0 goes to work Natraj Akella Business Head – India / SA Advanced Collaboration Lotus SWG IBM India [email_address]
  • 2. Web 2.0 http://www.flickr.com/photo_zoom.gne?id=464050003&size=o, Yaniv Golan http://www.flickr.com/photo_zoom.gne?id=464050003&size=o Yaniv Golan
  • 3. Love it or hate it… you have to know about it!
  • 4.
  • 5. What’s hot and what’s not in Web 1.0 Web 2.0 Peer production, co-creation, clip culture Passive consumers, subscription content Personalised products, niche marketing, dynamic advertising Mass production, mass marketing, mass advertising Cross channel content; mobile to web, TV to Mobile, IPTV Parallel channels Consumer driven supply chains Supply chains based on historical data Virtual business models Command & control business models Interactions Transactions
  • 6. A Perfect Storm: The Four Revolutions Inspired by: Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
  • 7.
  • 8. A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by: Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
  • 10. Web 2.0 businesses are transforming the Internet The History of the World Wide Web Publishing Commerce Participation
  • 11. The Consumer World : Empowerment as the catalyst Driving New Technology Adoption in the Workplace Driving New Interactions with Organisations 39% of Europeans use open source software; 29% plan to 21% European bid or sell on online auctions 45% Skype users are in Europe Internet ads to grow 22% in Europe 2007.. More than TV
  • 12.
  • 13.
  • 14. The Business World: Conventional models are under pressure
  • 15. Conventional business models are under pressure Customer priorities now and in 2020 Personal relationships with employees Brand values Quality of customer service Price competitiveness Quality of product/service Now (select up to three) 2020 (select up to three) Personalisation of product/service 52% 34%
  • 16. A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by: Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
  • 20.  
  • 24. A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by: Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
  • 26. A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by: Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook
  • 27. Baby Boomers 44 to 63 years old Generation X 28 to 44 years old Millennials 8 to 28 years old Traditionalists > 63 years old © 2008 Gonzo fan2007 Creative Commons Attribution License
  • 28.
  • 29. … . the workforce is changing by geography, generation, and culture “ I’ll have someone from my generation get in touch with someone from your generation.” What people do online monthly 40% 20% 18-26 27-40 41-50 51-61 Forrester Research Use social networking sites Read blogs Watch internet video Write blogs
  • 30.
  • 31. The Globally Integrated Enterprise: The New Global Business Business Model Innovation Globalization Internet Open Standards Changing Demographics Deregulation Commoditization Driving process excellence for back-office efficiency and client-facing productivity Operating by common set of values Capitalizing on talent and scale worldwide Globally Integrated Company Lowering the center of gravity closer to the customer Creating culture of innovation “ The emerging globally integrated enterprise fashions its strategy, management and operations in pursuit of value delivery worldwide. State borders define less and less the boundaries of corporate thinking or practice.” Sam Palmisano IBM Chairman and CEO
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37. Web 2.0 Technologies Enable Social Networking Solutions People Optimized Point Dynamic – Web 2.0 Process Optimized Information Optimized Integrated Publish Information Processes & Transactions Connecting People Web 2.0: Second-generation of Internet-based services that let people collaborate and share information online in new ways — such as social networking sites, wikis, communication tools, and social bookmarking .
  • 38.
  • 39.
  • 40.  
  • 41.  
  • 42.
  • 43.
  • 44.
  • 45. The future of Office
  • 47. AKA ...the WDI Africa Team Leader.
  • 48. We’ve become friends since I joined the WDI program.
  • 49. Old Way New Way Gail wants to do things the New Way
  • 50. I have introduced Gail to new tools so she can improve her productivity at work.
  • 52. … she uses Google and Del.icio.us to filter the Internet for the information she needs.
  • 54. … she uses Dogear to find what she needs.
  • 56. … she taps the collective knowledge of the internet through Wikipedia.
  • 58. … she taps the collective wisdom of her team through a Quickr place.
  • 60. ...if she misses a radio show or a bit of TV she catches up using…
  • 62. … if she misses a meeting she pulls the summary minutes from the media library.
  • 64. … through … she knows what her friends are doing 24/7 wherever they are.
  • 66. … she networks using Lotus Connections to stay connected.
  • 68. When she’s not catching up with friends, she’s using her spare time to catch up on her WDI colleagues.
  • 69. She has her own blog … ...where she advertises her WDI activities.
  • 70. So far she’s had many people read her blog from all over the world .
  • 71. In this online community she’s … a respected leader … and a dedicated follower.
  • 72. When she got interested in the WDI her network was…
  • 73. now it’s…
  • 75. People around the world IBMers around the world Other IBMers in Gail's country Co-Workers Friends Since discovering Lotus Connections , her network has grown to... Gail Jim Mary Gail's manager Jim’s manager Susan John Helen Roberto Akira Chris Peter Frequent e-mails Infrequent e-mails Wikis + Blogs + SN
  • 76. ...and she uses Lotus Connections Smallblue (Atlas) to extend her network...
  • 77. ...and her favourite tools to collaborate
  • 78. She is a star at work and no longer sends large email attachments... ...because attachments are stored and shared in a Quickr place.
  • 79. If you ask Gail what she enjoys most at work, she’ll say…
  • 80. … I am able to connect with anybody …
  • 81. … at anytime …
  • 82. … from anywhere ...
  • 83. … using my favourite tools !
  • 85. “ In the new global economy, one simple rule prevails: when everything is connected, work moves . It flows like water to the places it will be done best, be that Bangalore, Austin, or Cape Town. (but) it’s not only work that flows when everything is connected. So does competition. So does political stability. So does economic progress.” Sam Palmisano
  • 86. “ We no longer have to replicate IBM from floor to ceiling in every country. We are optimizing key operations in the right places in the world – eliminating redundancies and excess overhead – and integrating those operations horizontally and globally. (…) This is about doing the right tasks, with the right skills, in the right places.” Sam Palmisano
  • 87.  
  • 88. We made important strategic decisions, and got to work I. To become the premier Globally Integrated Enterprise II. To focus on open technologies and high-value solutions III. To deliver integration and innovation to clients
  • 89. Internet Connectedness as of 2006 Over one billion individuals are using the internet ~17% of global population Source: Computer Industry Almanac http://www.c-i-a.com/pr0899.htm # of Internet Users (M) North America Western Europe Asia-Pacific South Central America Eastern Europe Middle East/Africa Deployment Installation Crash Worldwide Internet Usage by Region Source: http:// www.internetworldstats.com/stats.htm Regional Share 30% 28% 25% CAGR 30% 0 100 200 300 400 500 600 700 800 1995 2000 2005 4% 1% Middle East / Africa 6% 1% Eastern Europe 7% 1% South Central America 25% 8% Asia-Pacific 28% 20% Western Europe 30% 69% North America 2005 1995 Region
  • 90.
  • 91.
  • 92.
  • 93.
  • 94.
  • 95.
  • 96. Discovery Reach new people and prospects Influence Millions upon millions of people converge because of these social networks. Leverage that… Marketing 2.0 So, you don’t get the connection between social networking and marketing? Just think……
  • 97. How social networking can support your business objectives Remember, with social networks The marketing communications landscape is shifting dramatically as it moves from marketers talking at customers , to marketers listening and responding to customer discussions . Drive existing and new clients to your web site to increase the success of your web program, build excitement and participation in key events, and enable your social network to create a buzz about your brand Generate new leads & Increase marketing effectiveness Positively influence the way existing & potential clients perceive your brand. Build & Protect brand integrity Social networks can rapidly generate Word of Mouth and Brand Buzz eg Nike Increase brand awareness How can Social Networks Help Objective
  • 98.
  • 99.
  • 100. So what might a marketing framework look like? Build Network Communicate, Share Thoughts Collaborate on Ideas Challenge Team to Innovate IBM Network Professional Network Create FaceBook Advocacy Groups Create LinkedIn Groups Promote in status Use Beehive to create events & Promote programs in personal status & High5s Create Lotus Connections community Promote campaign in sametime messages. BlueTwit External Event teaser and offering updates on You Tube Store supporting files on Cattail Add actions identified from clients in social network as actions in Lotus Connections Activities Tag marketing programs, offerings and events on Dogear, RSS Use post event feedback to create Thinkplace Challenge and address opportunities presented to us from our clients Learn, Share Resources Create external blog to build connection with social network and create IBM Advocacy Communities Posts marketing blog updates on BlockCentral Personal Network Constantly growing influenced network Drumbeat Grassroots strategy engagement Innovative Growth Increased productivity Output Input Primary Optional Use RSS Feeds to automatically deliver new Content based on your preferences Create Brand Buzz & Build Relationships with Twitter Use Tagging & LinkBaiting eg Digg to increase search word success
  • 101.
  • 102. Remember that you are no longer in control – this is about listening and participating in the conversation to build relationships and influence.
  • 103.
  • 104.
  • 105. New corporate competencies are required to operate in this environment 21 Leverages the power of global assets Taps into a universe of modular services Operates seamlessly across boundaries via global values, skills and processes Embraces open collaboration and knowledge sharing practices Makes informed choices within a global competitive market Secures unique value via specialization in a network of open partners The Globally Integrated Enterprise Operating Model Innovation Workforce enablement and effectiveness
  • 106. The Enterprise of the Future is … Globally integrated 3 Hungry for change 1 Disruptive by nature 4 Genuine, not just generous 5 Innovative beyond customer imagination 2
  • 107. CEOs see change coming from everywhere 2004 2006 2008 Market factors People skills Macroeconomic factors Globalization Regulatory concerns Technological factors Socioeconomic factors Environmental factors Geopolitical factors 84% 67% 42% 33% 44% 41% 48% 48% 35% External Forces Impacting the Organization Source: IBM Global CEO Study 2008; n (2004) = 403, n (2006) = 760, n (2008) = 1130 Market factors People skills Technological factors Globalization Regulatory concerns Macroeconomic factors Environmental factors Socioeconomic factors Geopolitical factors
  • 108.
  • 109. Companies go after new customers in new markets Source: IBM Global CEO Study 2008, n = 609; * Total investments: all asset investments + all investments in R&D, marketing and sales Rise of purchasing power in rapidly developing economies and prosperity in Western economies 23.2% 27.5% Impact Investment* 19 % INCREASE
  • 110. CEOs see more potential in a new class of customer Source: IBM Global CEO Study 2008, n = 609 Impact “ In the future, we will be talking more and more about the ‘prosumer’— a consumer/producer who is even more extensively integrated into the value chain. As a consequence, production processes will be customized more precisely and individually.” Hartmut Jenner, CEO, Alfred Kärcher GmbH Rise of the Informed and Collaborative Customer: The Information Omnivore
  • 111.
  • 112. “ A few years ago, we were a national company; now we’re a global company. Our integrated supply chain must adapt to meet demand in 50 countries. We’re going to have to bring people in from the outside.” Jim Guyette, President and CEO, Rolls-Royce North America
  • 113.
  • 114. Business model transformation erupts Business Model Innovation Focus Source: IBM Global CEO Study 2008; n = 1106 Multiple BMI Types 20% Industry Model Innovation 18% Enterprise Model Innovation 39% Revenue Model Innovation 23%
  • 115.
  • 116. Corporate social responsibility rising on the CEO agenda “ Our company is investing extensively in corporate social responsibility. We need to be a reference in this domain. As the leader of the luxury industry, we have to stay ahead.” Yves Carcelle, Chairman and CEO, Louis Vuitton Source: IBM Global CEO Study 2008; n (2004) = 403, n (2006) = 760, n (2008) = 1130 External Forces Impacting the Organization
  • 117.
  • 118. Time’s Person of the Year

Editor's Notes

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