Getting Started with Enterprise Social Networking


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This presentation is to introduce social software and social networking. It includes a demo of Lotus Connections and some information on how to get started quickly with a Lotus Connections deployment.

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  • A  blog  (a  contraction  of the term  weblog ) is a type of  website , usually maintained by an individual with regular entries of commentary, descriptions of events, or other material such as graphics or video An  Internet forum , or  message board , is an online discussion site. Yahoo Groups, Google Groups Instant messaging  ( IM ) is a form of  real-time  communication between two or more  people  based on typed text. A  massively multiplayer online game  (also called  MMOG ) is a  video game  which is capable of supporting hundreds or thousands of players simultaneously A  file hosting service ,  online file storage service , or  online media center  is an  Internet hosting service  specifically designed to host static content, typically large files that are not web pages Prediction markets  are  speculative  markets created for the purpose of making predictions. Social bookmarking  is a method for  Internet  users to store, organize, search, and manage  bookmarks  of web pages on the  Internet  with the help of  metadata , typically in the form of  tags that collectively and/or collaboratively become a  folksonomy . Folksonomy is also called  social taggin g A  social cataloging application  is aimed towards academics, and allows the user to post a citation for an article found on the internet or a website, online database like Academic Search Premier or LexisNexis Academic University A  Web search engine  is a tool designed to search for information on the  World Wide Web . A social guide recommending places to visit or contains information about places in the real world such as coffee shops, restaurants, and wifi hotspots, etc. One such application is WikiTravel . Social Libraries allow visitors to keep track of their collectibles, books, records, and DVDs. Users can share their collections. Online chat  can refer to any kind of  communication  over the  Internet , but is primarily meant to refer to direct one-on-one chat or  text-based   group chat Virtual Worlds are services where it is possible to meet and interact with other people in a virtual environment reminiscent of the real world A  wiki  is a collection of  Web pages  designed to enable anyone with access to contribute or modify content all definitions from Wikipedia
  • To qualify as an SNS, a service must: Enable users to publish. This must include profiles pages, and it may include blog posts, reviews, videos, photos, audio, and other content. Allow users to link to each other and interact with each other. The latter can happen in a variety of ways, for example, via email, instant messaging, chat, publicly posted messages, or voice and video interaction. Facilitate a true social network (i.e., It must facilitate to connect more than just two persons.). Dating Web sites are not social networking services because they are designed to connect one person with one other person at a time, but not to build and maintain a social network. Relate to the real world. Online communities that create an imaginary world are not social networking services. Virtual worlds (e.g., Second Life) and multiplayer online games (MOGs) (e.g., Diablo Online and World of Warcraft) are imaginary-world communities. While imaginary worlds do support social networks (and sometimes even social networking), these are not networks of real persons but of imaginary persons or avatars. Source: IDC: U.S. Consumer Online Attitudes Survey Results, Part III: Social Networking June 2008 Build connections with people you trust or with people with common interests
  • IDC: “The Business Value of Social Networking Applications” October 2007
  • Jeremiah Owyang, Web Strategist from Forrester Research
  • IDC: “The Business Value of Social Networking Applications” October 2007
  • IDC: “The Business Value of Social Networking Applications” October 2007
  • IDC: “The Business Value of Social Networking Applications” October 2007
  • Here are some interesting research findings made by the American Management Association . Understand that these are not meant to generalize or stereotype, but to provide guidelines that may help shed some light on different people’s perspectives. You already know that people in your organization and beyond see the world differently than one another , and that this can lead to problems when trying to get things done . The Baby Boomers are those born between 1946-1964. Defining events include Television, the Civil Rights Movement, and prosperity. They value health and wellness, personal growth, and involvement. Generation Xers are those born between 1965-1980. Watergate, MTV, and the Fall of the Berlin Wall are defining events for this generation. They value diversity, global thinking, and pragmatism. Generation Yers are those born after 1980. Defining events include school violence, multiculturalism, and TV talk shows. They value civic duty, achievement and diversity. No wonder we sometimes have problems understanding, and being understood!
  • NOTE: second bullet point refers to concepts described in Malcom Gladwell’s book, The Tipping Point . Choose groups that have the greatest need for sharing knowledge: People involved in researching technology or market trends People tasked with generating new product or service proposals Cross-discipline interactions where experts can help
  • When the inevitable happens – more people start using your social environment beyond your pilot group (this is a good thing), understand that: Analysts have identified a pattern of 90:9:1 where 90% of users are lurkers/readers , 9% are active participants, and 1% are early adopters and evangelists. If only a small number of people are regular publishers of content in the blogs, bookmarks and communities areas, there is still a large potential benefit to the rest of the organization who can learn of best practices, opportunities and knowledge resources they otherwise would not have been aware of. If you have participants who seem overwhelmed, encourage them to simply Dogear and share their existing bookmarks. It’s an easy thing to do, and doesn’t require too much effort. Activities by their nature will be used by most of the participants who are initially collaborating. Others joining the activity in progress can quickly get up to speed based on the material already in the activity. Profiles are useful even if nobody updates them! This is because the information found in a person’s Profile is automatically presented from an underlying directory, like an LDAP.
  • Find the “mavens”, “connectors”, and “salesmen” – people who: everyone goes to when they need to know what’s going on are “plugged in” to your organization and share what they learn with many can persuade others to become enthusiastic participants
  • Social Network Analysis (SNA) is a set of methods and statistics that reveals the hidden connections that are important for sharing information, decision-making, and innovation. Data for an SNA is typically collected by surveying an identified group of people, asking them to answer questions about the relationship with every other person in the group. A typical question might be: "Please indicate how often you communicate with this person" where the answers are Very Infrequently, Infrequently, Frequently, Very Frequently. The surveys typically take a respondent only 20-30 minutes to complete. The data from these surveys are used to generate diagrams that make the individuals and the connections between them visible. A complete SNA from determining the range of questions to final report takes 6-8 weeks of elapsed time.
  • Brainstorm with early adopters from the pilot participants to think about the most appropriate usage of the tools for your organization. Consider using Lotus Connections during this collaboration process for first hand experiences with this new way of working. Conduct a Train the advocate session with your pilot “champions” so that they can teach others easily. Consider setting up lunch-and-learn sessions for end users throughout the life of your pilot (or until you reach a ‘tipping point’) Set up regular checkpoints with the early adopters to capture and share learnings from the pilot. Encourage these participants to blog about their experiences and exchange ideas on Lotus Connections. After a 1-2 month period, assess how much the teams in the pilot have achieved in relation to the deployment goals. If necessary brainstorm changes to your organization’s use of the tools for better effectiveness.
  • Many of us are familiar with Malcom Gladwell’s book, The Tipping Point , in which he explains how diseases, ideas, fashions, and more can spread epidemically from a humble beginning of a few “infected” people. Marketers have taken this concept to heart and have targeted their messages to a few people – mavens , connecters , and salesmen – to “seed” an epidemic marketing campaign. For example, you could just rely on your pilot participants to spread the word , assuming you were able to entice those mavens, connectors, and/or salespeople in your organization to participate. While this is a valid approach in consumer markets, it bears mentioning that people in your organization may not be that well connected – which is why you’re piloting social software in the first place! However, if you combine the concept of viral, or word-of-mouth marketing with more traditional mass-marketing approaches, you can “infect” many more “seeds” at the onset . And even if, say half of them only tell one other person about your new social networking environment, you will have reached many more people than had you only relied on your group of pilot participants to spread the word. So, advertise your new social networking environment using traditional methods – email announcements, feature story on your intranet homepage, etc. But, add a “Share this with others” link at the top and bottom of each, for example. I actually did this with a newsletter I began writing last October in order to grow my subscribers quickly. A simple button at the top and bottom of my email newsletter that read, “Send to others!” – which did exactly what the “Forward” button does – did wonders for spreading my newsletter to several hundred colleagues in the space of a few months. This idea came from: Viral Marketing for the Real World, by  Duncan J. Watts and Jonah Peretti Harvard Business Review, May 2007 Watts is the author of Six Degrees: The Science of a Connected Age (Norton, 2003)
  • Brainstorm with early adopters from the pilot participants to think about the most appropriate usage of the tools for your organization. Consider using Lotus Connections during this collaboration process for first hand experiences with this new way of working. Conduct a Train the advocate session with your pilot “champions” so that they can teach others easily. Consider setting up lunch-and-learn sessions for end users throughout the life of your pilot (or until you reach a ‘tipping point’) Set up regular checkpoints with the early adopters to capture and share learnings from the pilot. Encourage these participants to blog about their experiences and exchange ideas on Lotus Connections. After a 1-2 month period, assess how much the teams in the pilot have achieved in relation to the deployment goals. If necessary brainstorm changes to your organization’s use of the tools for better effectiveness.
  • When your IT organization is ready to scale the use of the tools, publicize the availability of Lotus Connections along with examples of best practice usage. Use activity templates as a way to communicate the steps for using Lotus Connections. Encourage evangelists to post screencasts or other overviews with their experiences. Track the usage of Lotus Connections and identify areas where teams rely on tools such as Activities. Prepare your IT organization to support the use of the tool based on the business needs of your organization.
  • IBM Business Consulting Services © Copyright IBM Corporation 2006 Method – Vitality, Surveys Perceived Value – Surveys Business Value – Target A Key Performance Indicator, Correlate Increased Network Density and Usage with effects New Hire Process – How long does it take to engage a new Hire? ( what are your HR measurements for this?) Design to Manufacture Process – How long does it take now, How long once the Social Network in place? Customer Satisfaction Measures – What do you measure now? What are customer sat numbers after establishment of a social Network. Do you have existing measures for collaborative effectiveness now?
  • IBM Business Consulting Services © Copyright IBM Corporation 2006 In Degree = how may people come into your node. Or how many people are aware of you. They go “into” you Out Degree = How many people you know, OR how may people you are aware of or connected to – This is your Ego. In the 9 week pilot period a sample user went from being known by 23 to 31, She expanded her direct connects from 23 to 35. Eignevector Ranking = How influential that node is based on # of people in the network – Statistical method. In this case there were 116 total test users, and she increased her influence from 16 to 15. Betweeness = how many people she sits between. How many people have to use her to get to another. In this case her ranking goes down because more direct connections were made (denser) which is good. This is also a good indicator of her ability to “Broker”. I may know many people but you may know on one. I can broker on your behalf, because you know me.
  • IBM Business Consulting Services © Copyright IBM Corporation 2006 Density = # of Possible Connections OR The number of connected nodes divided by total # of possible connections. In this baseline 10% of the user community is “aware” or connected. Distance = Average Number of nodes it takes for one person to know another. In this case everyone is 2.28 steps away. Distance Based Cohesion = Similar to Density. Is group cohesion or loosely coupled. Deep statistcal method to measure group cohession. There are 1356 one to one connections or 15% of the population is directly connected There are 4190 connections that pass through 2 nodes or 47% of the population So forth and so on… Post POC you can see that the network became denser, meaning more 1 step and 2 step connections, fewer 3 to 5 steps. What does this mean – People in the network became more Aware of each other. Paths to collaboration were shortened. CORRELATION TO COLLABORATION Surveys before and after that ask 1) Who in the pilot community are you “aware of” and 2) who would you collaborate with?. Chances are very high (95%) that if you are aware of someone and what they are capable of you will reach out to collaborate with them. Go back to how we work today – Collaboration is KEY. How do you collaborate with. Do you collaborate only when your told to? Or do you naturally reach out to your network to see who can help? This is how a Social Network almost directly related to Collaboration.
  • IBM Business Consulting Services © Copyright IBM Corporation 2006 Generations Age Gaps anyone? Trying to ingratiate/attract new hires and leverage existing and older peoples experience?? Tables relay density between different age groups. For example, (Recall definition of Density) in the 25 – 34 age group the density was 9% to its own age group, 11% to 35-46 and 10% to 47-59. After the pilot, people in that age group were denser (were aware of more people) across all age groups. REMEMBER – Awareness of the people in the network = increased the odds dramatically (95%) of those individuals to Collaborate -> Collaboration drives innovation. Innovation differentiates and =$$$ Density Number of connections that exist in the group out of 100% possible in that network General level of linkage. More points connected means quicker and more accurate information flow
  • IBM Business Consulting Services © Copyright IBM Corporation 2006 Same with job Accountablities. People in different job roles became more aware of other people in other job roles. Cross Training Development <-> Engineering <-> Manufacturing Doctors<-> Nurses<-> Admistrators Accountants<->Operations<->Sales
  • IBM Business Consulting Services © Copyright IBM Corporation 2006 Work Locations Global Economy, Acquistions,
  • IBM Global Business Services © Copyright IBM Corporation 2006
  • Customer background: Deutsche Bank is one of the world's leading international financial service providers. It currently manages approximately €1,126 billion in assets. With 73,114 employees, the bank serves more than 13 million customers in 76 countries. A strong position in the European market, and especially in the German market, is the basis for the bank's global activities. More than half of the bank's staff members work outside Germany. The bank offers customers a broad range of first-class banking services. Private client services range from account-keeping and cash and securities investment advisory to asset management. For corporate and institutional clients, the bank offers the full product assortment of an international corporate and investment bank - from payments processing and corporate finance to support with IPOs and M&A advisory. In addition, Deutsche Bank has a leading position in international foreign exchange, fixed-income and equities trading. An arm of Deutsche Bank, the Deutsche Bank Asset Management (DeAM) group combines asset management for institutional clients and private investors. As a global provider, it offers tailored products in equities, bonds and real estate. DeAM managed $670 billion in fiduciary assets at the end of 2005.
  • Customer Background: Intuit Inc. develops strategies for small-business customers as well as industry-specific business management solutions targeted to specific customer needs. The company also develops accounting solutions for large businesses. Quicken personal finance software, the company's first product, was introduced in 1984. Over the past two decades, more people have purchased Quicken than all other personal finance software products combined. Today, Quicken encompasses an integrated family of products and services that are used to manage all aspects of personal and small-business finances. Intuit also offers a broad range of tools to help businesses process payroll, manage employees, administer benefits programs and provide retirement plans. Many individual taxpayers use Intuit's TurboTax software, the one of the leading-selling tax software programs in the United States. Others utilize TurboTax Online, which is a popular online tax preparation and filing service. Intuit pioneered Instant Data Entry, which permits taxpayers to download 1099 investment data and W-2 wage data directly from the source into their individual tax returns. One in four individual tax returns completed in the United States is prepared using an Intuit tax product. The company also provides industry-leading tax-preparation software suites for professional accountants.
  • Customer background: Established in 2007 from the merger of Mellon Financial Corporation and The Bank of New York Company, Inc., The Bank of New York Mellon is a leading asset management and securities services company that is focused on helping customers manage their financial assets and succeed in the rapidly changing global marketplace. Headquartered in New York, The Bank of New York Mellon has more than US$20 trillion in assets under custody or administration and more than US$1 trillion under management.
  • Customer background: Rheinmetall AG is a technology group for the automotive and defense industries. It has 19,200 employees worldwide and its annual sales are EUR 4.0 billion (2007). Rheinmetall was established in 1889 as Rheinische Metallwaaren- und Maschinenfabrik Actiengesellschaft. Today, Rheinmetall AG is a financially strong, internationally successful player in the markets for automotive components and defense equipment. The Automotive sector, parented by Kolbenschmidt Pierburg AG with its divisions Pistons, Air Supply, Pumps, Aluminum Technology, Plain Bearings, and Motor Service, specializes in modules and systems 'for every aspect of the engine'. The defense sector with its divisions Land Systems, Weapon and Munitions, Propellants, Air Defense, C4ISTAR and Simulation and Training, is one of Europe's leading suppliers and foremost specialist in the market for land forces equipment.
  • Customer background: The Film Foundation - the most prominent film-preservation organization in the United States - works to preserve and restore a broad range of films, including studio and independent features, avant-garde works, documentaries, newsreels, home movies and films from the silent era. The not-for-profit organization protects motion pictures and the rights of the artists who create them, educates the public about the importance of film preservation and raises the necessary funds to restore and preserve films. Founded in 1990 by world-renowned director Martin Scorsese and a distinguished group of fellow filmmakers, the Film Foundation has since funded the preservation and restoration work of more than 450 films that were facing an imminent risk of being lost. The organization has two headquarters sites, one located in Los Angeles and one located in New York City.
  • Customer Background: Moosejaw Mountaineering and Backcountry Travel, Inc. (Moosejaw) has a marketing strategy that stands out in retail advertising with a very likable brand personality. The Michigan-based outdoor-goods retailer bypasses the traditional marketing strategies employed by most of its competitors, choosing to focus on building a community of shoppers loyal to both the brand and the company's culture.  
  • Customer Background: Founded in 1946, Adolfson & Peterson Construction (A&P) is a leading general contractor and construction manager offering a range of services related to advanced planning, development support, construction management, occupancy transition and facilities solutions to owners, architects, and developers. Ranked among the top 75 U.S. construction companies, A&P has over 50 Leadership in Energy and Environmental Design (LEED) accredited professionals on staff and has been an active member of the U.S. Green Building Council (USGBC) since 2002.  
  • Customer background: Based on the largest knowledge platform in the Netherlands, offers a unique platform for visitors who are looking for expertise and solutions concerning information and communications technology (ICT), business solutions and company-based issues. This expertise is offered via easy-to-find and promoted articles on the community. The articles and content are contributed by participating customers of who pay a fee for the ability to contribute content. In return, customers get insight and details on which visitors download their articles. Using this concept, provides a unique, trust-based, pull-marketing mechanism for its customers that leads to new potential customer contacts. More than 2,000 company and ICT articles are published, offering's customers: - Maximum "Google-traceability" - Maximum visibility in their (new) target groups - Lead generation and qualification. With 50,000 visitors per month, is valued by its visitors because content is authenticated and contributors are visible, well-known experts in their respective knowledge areas.
  • Customer background: Saxion University of Applied Science (Saxion) is based in the eastern Netherlands in Enschede, Deventer and Apeldoorn. Saxion has approximately 20,000 students and 2,000 employees. Saxion's mission is to be a leader in quality education.
  • Customer background: We're responsible for the safety of civil aviation. The Federal Aviation Act of 1958 created the agency under the name Federal Aviation Agency. We adopted our present name in 1967 when we became a part of the Department of Transportation. Our major roles include: Regulating civil aviation to promote safety Encouraging and developing civil aeronautics, including new aviation technology Developing and operating a system of air traffic control and navigation for both civil and military aircraft Researching and developing the National Airspace System and civil aeronautics Developing and carrying out programs to control aircraft noise and other environmental effects of civil aviation Regulating U.S. commercial space transportation
  • Customer background: Imerys is an international supplier of high-performance minerals to the polymer and coatings markets. The company operates kaolin assets in the major kaolin regions of the world -- Cornwall (UK), middle Georgia and Brazil -- and has a global carbonate business with production facilities in Europe, Asia and North and South America. Imerys’ infrastructure and logistics network is able to provide unmatched coverage of kaolins and carbonates to the global paper industry. The company employs approximately 2900.
  • Laurisa Rodriguez Director of Social Software Thought Leaders [email_address] Twitter: @laurisa Twitter: @thought_leaders
  • Getting Started with Enterprise Social Networking

    1. 1. Getting Started with Enterprise Social Networking David Stephens Technical Sales Evangelist WorkFlow Studios Phoenix, AZ [email_address] Follow us on Twitter: workflowstudios
    2. 2. Agenda <ul><li>Introduction to Social Networking </li></ul><ul><li>The How and Why of Social Networking </li></ul><ul><li>IBM’s solution for ESN </li></ul><ul><li>Adoption and ROI </li></ul><ul><li>Customer Case Studies </li></ul><ul><li>Getting Started </li></ul>
    3. 3. What is Social Software? <ul><li>Wikipedia: Social software  encompasses a range of software systems that allow users to interact and share data </li></ul><ul><li>The terms  Web 2.0  and (for large-business applications)  Enterprise 2.0  are also used to describe this style of software. </li></ul>Blogs Forums Instant Messaging MMOGs Online Storage Prediction Markets Social Bookmarking Social Cataloging Search Engines Social Guides Social Libraries Text Chat Virtual Worlds Wikis
    4. 4. What is Social Networking? <ul><li>Wikipedia: focuses on building online communities of people who share interests and/or activities, or who are interested in exploring the interests and activities of others. </li></ul><ul><li>Generally made up with a combination of: blogs, forums, mashups, microblogs, podcasts, prediction markets, RSS, social bookmarks, social networks, widgets, and wikis </li></ul><ul><li>A focus on people and communities </li></ul><ul><li>A social networking service (SNS) is a service that has been designed to build and maintain a social network. </li></ul>
    5. 5. Enterprise Social Networking <ul><li>The purpose of an Enterprise Social Networking system is to collect unstructured information and connect users to relevant people and content </li></ul><ul><li>Enterprises deploy these systems to employees, partners and customers. </li></ul><ul><li>ESNs typically consist of: </li></ul><ul><ul><li>User presence – through a profile and the collections of content and comments </li></ul></ul><ul><ul><li>Connections – linking people to other people and content </li></ul></ul><ul><ul><li>Functionality – such as blogs and wikis which enables interaction between the users </li></ul></ul><ul><ul><li>IDC: “The Business Value of Social Networking Applications” October 2007 </li></ul></ul>
    6. 6. Agenda <ul><li>Introduction to Social Networking </li></ul><ul><li>The How and Why of Social Networking </li></ul><ul><li>IBM’s solution for ESN </li></ul><ul><li>Adoption and ROI </li></ul><ul><li>Customer Case Studies </li></ul><ul><li>Getting Started </li></ul>
    7. 7. The Benefits of Networking are significant to the Individual as well as the Organization <ul><li>For Individuals , It’s about: </li></ul><ul><li>Being and staying “in the loop” </li></ul><ul><li>Being “top of mind” for special projects, interesting work (Statistics show that more than 70 percent of jobs are found and filled through networking) </li></ul><ul><li>Increased visibility, efficiency & productivity </li></ul><ul><li>Improved opportunities to contribute </li></ul><ul><li>Being efficient by tapping into other’s expertise as mentors or consultants </li></ul><ul><li>Innovation through brainstorming and collaboration </li></ul><ul><li>For Organizations , It’s about: </li></ul><ul><li>Improving the productivity of knowledge workers – since their work is highly collaborative and social </li></ul><ul><li>Getting everyone involved in innovation through collaboration </li></ul><ul><li>Making everyone’s talent accessible to the organization </li></ul><ul><li>Improving efficiency by leveraging the expertise of everyone </li></ul><ul><li>Improved social capital </li></ul><ul><li>Creates a dynamic environment that will provide sustainable business advantage through employee satisfaction & retention </li></ul>
    8. 8. Social Networking, Blogs, wikis …… “ When it comes to using Web 2.0 collaboration tools, the momentum is behind wikis, blogs, and social networking, though primarily among co-workers. Some 70% of InformationWeek 500 companies say their employees are using those tools this year, compared with 55% last year .” InformationWeek 500 , September 2008 “ Trends Web 2.0, Globalization, Virtualization, And More” &quot; It will eventually be seen as essential to all large firms , encouraging more open and transparent communications with staff around the world, and helping to improve relations with existing and potential customers.&quot; Nikos Drakos, Research Director at Gartner , July 2008 “ Study encourages businesses to embrace social networking”
    9. 9. Why should a business consider social software? <ul><li>Marketing to any audience </li></ul><ul><ul><li>Making yourself a better business for your customers </li></ul></ul><ul><ul><li>Improving your working environment for your employees </li></ul></ul><ul><li>Location, Location, Location </li></ul><ul><li>Even those who “don't use social networking” use Google search and get recommendations from their network which includes links to social sites. </li></ul>
    10. 10. 50 Ways to use Social Media, listed by Objective <ul><li>Listening: Gleaning market and customer insight and intelligence </li></ul><ul><li>Talking: Engaging in a two way discussion to get your message out (and get messages in) ‏ </li></ul><ul><li>Energizing: Letting your customers tell your prospects on your behalf (viral, word of mouth) ‏ </li></ul><ul><li>Supporting: Getting your customers to self-support each other </li></ul><ul><li>Embracing: Building better products and services through collaboration with clients </li></ul>Jeremiah Owyang, Web Strategist from Forrester Research
    11. 11. Deployed to Employees <ul><li>Enhance teamwork </li></ul><ul><li>Discover new ideas </li></ul><ul><li>Accelerate innovation </li></ul><ul><li>Encourage cross-functional inputs to drive better decision making </li></ul><ul><li>Creates a company culture of sharing and learning </li></ul><ul><li>Increase communication by leveraging intraemployee communications to a broader audience </li></ul><ul><li>Increase retention and connection between the company and employees </li></ul>
    12. 12. Deployed to Customers <ul><li>Increase Web traffic with persistent engagement </li></ul><ul><li>Drive marketing leverage by provoking customer-to-customer communication and viral marketing </li></ul><ul><li>Gather real-time input from customers on their needs and wants </li></ul><ul><li>Provide peer-to-peer customer support </li></ul><ul><li>Increase brand awareness and loyalty </li></ul><ul><li>Solicit customer-driven innovation </li></ul>
    13. 13. Deployed to Partners <ul><li>Coordinate communications which can accelerate cross-company performance </li></ul><ul><li>Increase sales through real-time market intelligence and collaboration </li></ul><ul><li>Encourage coinnovation to better serve joint customers and markets </li></ul><ul><li>Create an interdependant ecosystem of partners which can drive increased revenue for all participants </li></ul>
    14. 14. Creating a Community <ul><li>Purpose: </li></ul><ul><ul><li>build customer loyalty </li></ul></ul><ul><ul><li>improve customer service </li></ul></ul><ul><ul><li>provide value-add </li></ul></ul><ul><ul><li>increase awareness </li></ul></ul><ul><ul><li>create a place of pride </li></ul></ul><ul><li>Supplements the Social Media tools </li></ul><ul><li>May be able to create revenue streams </li></ul><ul><li>Allows for collaboration on your turf </li></ul>
    15. 15. Agenda <ul><li>Introduction to Social Networking </li></ul><ul><li>The How and Why of Social Networking </li></ul><ul><li>IBM’s solution for ESN </li></ul><ul><li>Adoption and ROI </li></ul><ul><li>Customer Case Studies </li></ul><ul><li>Getting Started </li></ul>
    16. 16. IBM’s solution for ESN
    17. 17. Agenda <ul><li>Introduction to Social Networking </li></ul><ul><li>The How and Why of Social Networking </li></ul><ul><li>IBM’s solution for ESN </li></ul><ul><li>Adoption and ROI </li></ul><ul><li>Customer Case Studies </li></ul><ul><li>Getting Started </li></ul>
    18. 18. Understand how your organization works <ul><li>Purpose: </li></ul><ul><ul><li>build customer loyalty </li></ul></ul><ul><ul><li>improve customer service </li></ul></ul><ul><ul><li>provide value-add </li></ul></ul><ul><ul><li>increase awareness </li></ul></ul><ul><ul><li>create a place of pride </li></ul></ul><ul><li>Supplements the Social Media tools </li></ul><ul><li>May be able to create revenue streams </li></ul><ul><li>Allows for collaboration on your turf </li></ul>Note: These are not meant to generalize nor stereotype. These are just guidelines that may help shed some light on different people's perspectives.
    19. 19. The “ Ladder ” of Social Software Adoption Creators Collectors Joiners Inactives Spectators Critics Publish a blog Publish your own Web pages Upload video you created Upload audio/music you created Write articles or stories and post them Post ratings/reviews of products/services Comment on someone else’s blog Contribute to online forums Contribute to/edit articles in a wiki Use RSS feeds Add “tags” to Web pages or photos “ Vote” for Web sites online Maintain profile on a social networking site Visit social networking sites Read blogs Watch video from other users Listen to podcasts Read online forums Read customer ratings/reviews None of the above Base: US online adults Source: Forrester Q2 2007 Social Technographics Survey 18% 12% 44% 25% 48% 25% Groups include people participating in at least one of the activities monthly.
    20. 20. Best Practices for Adoption Identify business goals Choose a pilot audience Locate your advocates Conduct a pre-assessment Train the Advocates Integrate with other services Expand to pilot audience Track usage and value Highly motivated advocates, initial low level of adoption, focus on seeding communities of information, value returned in context for that lager user community Lotus Connections Adoption Curve Data has gained critical mass and can now be used as an asset in other services such as improving search, integration on corporate websites (B2C, B2E, B2B) Wider deployment with growing rate of adoption and content, value returned immediately to adopters, and overall dataset growing in size and quality Setup Check points Broad Growth Early Adopters Mature Communities
    21. 21. Step 1: Identify Business Goals –Examples <ul><li>Facilitate increased communication across organizations and geographies </li></ul><ul><li>Stimulate innovation of new ideas for products, services and go-to-market strategies </li></ul><ul><li>Improve ability to more rapidly respond to customer needs and inquiries </li></ul><ul><li>Reduce rework and improve quality of people's delivery materials </li></ul><ul><li>Decrease the learning curve of new employees </li></ul><ul><li>Make better decisions , knowing they were vetted by experts across the organization and reflect past experience </li></ul>
    22. 22. Pinpoint cross-boundary breakdowns in information flow and collaboration Breakdowns between divisions (e.g., marketing and finance) Breakdowns between separate locations Breakdowns between employees at different levels Breakdowns between long-time and newer employees Breakdowns between former entities (e.g. new acquisition) Function Geography Hierarchy Tenure History
    23. 23. Step 2: Choose a pilot audience <ul><li>Choose groups that have the greatest need for creating deeper working relationships and sharing knowledge </li></ul><ul><ul><li>People involved in researching technology or market trends </li></ul></ul><ul><ul><li>People tasked with generating new product or service proposals </li></ul></ul><ul><ul><li>Cross-discipline interactions where experts can help </li></ul></ul><ul><li>Examples </li></ul><ul><ul><li>Salesforce and R&D </li></ul></ul><ul><ul><li>Geographically dispersed engineering labs </li></ul></ul><ul><ul><li>Call centers and engineering </li></ul></ul>
    24. 24. Reminder: Not everyone in the pilot needs to be an active contributor! <ul><li>90% of users are lurkers/readers , 9% are active participants, and 1% are early adopters and evangelists ( early adopters are your pilot audience! ) </li></ul><ul><li>Profiles are useful even if nobody updates them, especially if they’re woven into everyday business tools </li></ul><ul><li>If participants seem overwhelmed, Dogearing their existing bookmarks is a low cost of entry to contributing </li></ul><ul><li>Blogs can greatly accelerate the formation of dynamic networks across geography and organizational boundaries simply by encouraging people to post comments </li></ul><ul><li>Choose a feed reader that everyone can understand, and include it in your education plans </li></ul>
    25. 25. Step 3: Locate your advocates <ul><li>Find the “mavens”, “connectors”, and “salesmen” – people who: </li></ul><ul><ul><li>everyone goes to when they need to know what’s going on </li></ul></ul><ul><ul><li>are “plugged in” to your organization and share what they learn with many </li></ul></ul><ul><ul><li>can persuade others to become enthusiastic participants </li></ul></ul><ul><li>You can guess who these people are, </li></ul><ul><li>but a more scientific approach will </li></ul><ul><li>produce more accurate results… </li></ul>AL MARCIA AL RANDY GARRAND TED JACK BECKY TOM TINA
    26. 26. Locating advocates with a social network analysis (SNA) <ul><li>SNA is a set of methods and statistics that reveals hidden connections </li></ul><ul><li>Data for an SNA are typically collected by surveying a group of people </li></ul><ul><ul><li>&quot;Please indicate how often you communicate with this person&quot; </li></ul></ul><ul><li>Results are used to generate diagrams that reveal individuals and the connections between them </li></ul><ul><li>A complete SNA, from determining the range of questions to generating a final report, typically takes 6-8 weeks of elapsed time * </li></ul><ul><li>For faster viral adoption, find the people who bridge between different business units, functional groups, and geographies – “connectors” </li></ul>
    27. 27. Step 4: Conduct a pre-assessment <ul><li>Gather a baseline measurement so that the pilot’s future results can be properly analyzed </li></ul><ul><li>Before they begin using Lotus Connections, ask your pilot participants how they accomplish the following (sample questions): </li></ul><ul><ul><li>Find information about people (such as their title, reporting structure, contact information) </li></ul></ul><ul><ul><li>Find people based on skill, background or area of interest </li></ul></ul><ul><ul><li>Find information related to a topic </li></ul></ul><ul><ul><li>Find others with a common interest or practice </li></ul></ul><ul><ul><li>Keep up with a person or topic area </li></ul></ul><ul><ul><li>Develop new relationships with others within my organization </li></ul></ul><ul><ul><li>Improve my personal productivity or knowledge </li></ul></ul><ul><ul><li>Share my experience with others </li></ul></ul>
    28. 28. Step 5 - Train the Advocates session <ul><li>Conduct an in-person Train the Advocates session with your advocates so that they can teach others easily. During this session, ask them to seed the environment according to the “picture” you created in the previous step. Consider setting up lunch-and-learn sessions for participants throughout the life of your pilot (or until you reach a tipping point ) </li></ul>
    29. 29. Step 6: Integrate with other applications <ul><li>Create more value through integration </li></ul><ul><li>Consider integrating with existing collaboration tools such as email clients, discussion forums, wikis and teamsite repositories – integrate the Person Card! </li></ul><ul><li>How about your: </li></ul><ul><ul><li>HR portal? </li></ul></ul><ul><ul><li>Intranet news site? </li></ul></ul><ul><ul><li>Existing employee white pages application? </li></ul></ul><ul><ul><li>Internal Q&A applications? </li></ul></ul>
    30. 30. Begin expanding participation in the pilot. Ideally this will happen organically – colleagues who are not officially in the pilot may start using Lotus Connections tools based on their interactions with the pilot participants. When your IT organization is ready to scale the use of the tools, publicize the availability of Lotus Connections along with examples of best practice usage. Encourage advocates to post screencasts or other overviews with their experiences. But, don’t rely solely on your advocates for publicity!
    31. 31. Step 8 – Setup up Checkpoints <ul><li>Set up regular checkpoints with advocates and pilot audience to capture and share learnings from the pilot. Encourage these participants to blog about their experiences and exchange ideas on Lotus Connections </li></ul><ul><li>Consider setting up an early adopter community , and include the following tools: weekly phone calls, a forum, a wiki, and feeds from the support forum, as well as relevant Dogear and blog subscriptions. </li></ul>
    32. 32. Assess how much the pilot participants have achieved <ul><li>After a 1-2 month period, assess how much the pilot participants have achieved in relation to the deployment goals . If necessary, brainstorm changes to your organization’s use of the tools for better effectiveness. Use the same questions that were asked in your pre-assessment. </li></ul>
    33. 33. Step 9: Track usage and value for ROI <ul><li>Track the volume of usage (e.g., number of people using a feature). Prepare your IT organization to support the use of the tool based on the business needs of your organization. </li></ul><ul><li>Track the value, too. Again, conduct surveys that assess how social software aided people in their work efforts. Remember, even if a person never contributes, they can still “use” the tools. </li></ul>
    34. 34. ROI Measurement framework is quantitative & qualitative Are people using the environment? Is it sustained over time? Do people perceive they are getting value from their involvement? Are new connections being formed? How can social software effect Key Performance Indicators? Short Term Objectives Medium Term Objectives Long Term Objectives Vitality Perceived Value Business Value
    35. 35. Vitality Profiles: There are 52 About me, 37 Background areas populated. 41 photos have been uploaded. 48 tags have been used to describe the individual profiles. Dogear Bookmarks: 91 bookmarks have been created by 16 people. These bookmarks have been accessed 145 times. Communities: 121 Communities has been created by 19 people. There are 173 members associated with the 19 communities. Blogs: There are 30 blogs which have been viewed a total of 1476 times. xx blog is the most popular xx blog receiving 270 hits. 51 individuals have commented. Activities: There are 25 activities utilizing 79 members.
    36. 36. Perceived Value <ul><li>Evaluation criteria were the ability to: </li></ul><ul><li>Learn about the knowledge and interests of the XX Community </li></ul><ul><li>Better coordinate work </li></ul><ul><li>Connect with others with a common interest </li></ul><ul><li>Find / share information </li></ul><ul><li>Keep informed </li></ul><ul><li>Find and access expertise </li></ul><ul><li>Reveal new or different perspectives about an issue </li></ul>
    37. 37. Business Value: Individual Level “ Obtained a greater sense of the types of projects and activities on the go throughout XX. Was able to share information relative to recruitment and obtain feedback on particular topics of interest.” People that know me 23 People I know 23 Eigenvector Ranking 16 Betweenness Ranking 7 People that know me 31 People I know 35 Eigenvector Ranking 15 Betweenness Ranking 3
    38. 38. Business Value: Community Level Density = 10% Distance =2.28 Distance-Based Cohesion (Compactness) = 0.349 Correlation to Collaboration = 0.95 Density = 13% Distance =2.24 Distance-Based Cohesion (Compactness) = 0.447 Baseline Post Pilot Shortest Path Freq. Proportion 1 1356 15% 2 4190 47% 3 2754 31% 4 475 5% 5 44 > .05% Shortest Path Freq Proportion 1 1700 15% 2 5718 51% 3 3172 28% 4 547 5% 5 33 > .05%
    39. 39. Business Value: Generational Level Improvements Baseline Post Pilot N/A 25-34 35 - 46 47-59 14% 11% 13% 10% 14% 13% 14% 14% 15% 12% 13% 13% 14% 12% 14% 14% Pop N/A 25-34 35-46 47-59 N/A 21 13% 9% 11% 10% 25-34 33 11% 9% 11% 10% 35-46 47 11% 9% 10% 9% 47-59 13 13% 12% 14% 14%
    40. 40. Business Value: Job Responsibility Level Baseline Post Pilot Improvements Pop A B C D E A 10 9% 11% 8% 11% 8% B 21 11% 9% 9% 11% 10% C 50 11% 12% 11% 12% 12% D 21 15% 9% 10% 13% 11% E 12 13% 8% 9% 9% 8% A B C D E 12% 13% 10% 15% 13% 11% 11% 10% 12% 11% 15% 16% 14% 16% 17% 16% 11% 11% 14% 12% 14% 10% 12% 13% 8%
    41. 41. Business Value: Work Location Level Baseline Post Pilot Improvements Pop A B C D E A 33 8% 9% 8% 12% 8% B 51 7% 13% 13% 11% 8% C 5 10% 13% 13% 12% 9% C 4 10% 7% 5% 5% 0% E 21 13% 17% 20% 15% 25% A B C D E 10% 12% 11% 16% 9% 9% 14% 14% 11% 11% 13% 17% 16% 15% 13% 10% 9% 5% 5% 0% 16% 19% 23% 20% 33%
    42. 42. Important ROI categories <ul><li>Faster response to customer facing issues </li></ul><ul><li>Improved effectiveness of intra- and inter-company communications </li></ul><ul><li>Natural “economy” of finding and valuing ideas </li></ul><ul><li>Locate the right person in context of work </li></ul><ul><li>Quicker access to best practices in context of activity </li></ul><ul><li>Ability to route and share information in resolving issues </li></ul><ul><li>Reduced recruiting costs for expertise already available in the company </li></ul><ul><li>Reduced rework on overlapping projects </li></ul><ul><li>Improved compliance via use of an integrated set of tools versus disparate internet web applications </li></ul><ul><li>Greater leverage of key experts across an organization </li></ul><ul><li>Improved retention of younger employees </li></ul><ul><li>Faster development of high performing resources </li></ul>Sample Benefit Areas & Value Propositions ROI Improved Growth Through Innovation Faster Task Execution Improved Efficiency Increased Empowerment of Key Resources
    43. 43. ROI of Improved Growth through Innovation <ul><li>Faster response to customer facing issues </li></ul><ul><ul><li>Decrease Costs </li></ul></ul><ul><ul><li>Increase Customer Satisfaction </li></ul></ul><ul><ul><li>Increase Revenue </li></ul></ul><ul><li>Improved effectiveness of intra- and inter-company communications </li></ul><ul><ul><li>Decrease Costs </li></ul></ul><ul><ul><li>Increase Employee Satisfaction </li></ul></ul><ul><li>Greater hit rate / faster time to value on new product or service innovations </li></ul><ul><ul><li>Increase Revenue </li></ul></ul><ul><li>Improved product sales from leveraging the input and user generated discussion in online communities </li></ul><ul><ul><li>Increase Revenue </li></ul></ul><ul><ul><li>Increase Customer Loyalty </li></ul></ul><ul><ul><li>Increase Customer Switching Costs </li></ul></ul>Improved Growth Through Innovation Benefits / ROI Examples <ul><li>An equipment manufacturer’s Level 1 Customer Support representatives solve customers’ product issues faster by having access to product content and expertise which was bookmarked and tagged by Product Engineers and Level 3 SMEs </li></ul><ul><li>A company’s global field sales force has easy, instant access to the latest product information and market research through subscribing to the bookmarks of key SMEs in Product Development and Research located at HQ </li></ul><ul><li>A telecommunications company increases its revenues by being able to run more product trials and gather more product design feedback online from their business partners and customers via communities, blogs, and forums </li></ul><ul><li>An online retailer increases its customer insight and product sales from fostering online product and lifestyle discussions with customer communities using its products </li></ul>
    44. 44. ROI of Faster Task Execution <ul><li>Faster access to current information about people, job roles, expertise </li></ul><ul><ul><li>Decrease Costs </li></ul></ul><ul><ul><li>Increase Employee Utilization </li></ul></ul><ul><li>Faster execution by taking tasks ‘out of the inbox’ using Activities </li></ul><ul><ul><li>Decrease Costs </li></ul></ul><ul><ul><li>Decrease Cycle Time for Tasks </li></ul></ul><ul><ul><li>Reduce Risk </li></ul></ul><ul><li>Faster creation and communication of critical adhoc research by company analysts </li></ul><ul><ul><li>Decrease Costs </li></ul></ul><ul><ul><li>Decrease Time to Communicate </li></ul></ul><ul><ul><li>Increased Revenue </li></ul></ul><ul><ul><li>Reduced Risk </li></ul></ul>Faster Task Execution Benefits / ROI Examples <ul><li>A global manufacturer decreases the time required to bring together cross geography engineering and product management teams by having greater visibility to employees job roles, expertise and skills regardless their location </li></ul><ul><li>A federal government agency reduces the time and cost required to collaborate across multiple government agencies in critical national emergencies by using Activities to coordinate responses and improve communications </li></ul><ul><li>A financial services firm increases access to critical research from financial analysts by using communities, social bookmarking, and activities to share immediate market insights and work together on creating new research analysis reports more quickly </li></ul>
    45. 45. ROI of Improved Efficiency <ul><li>Reduce recruiting costs for expertise already in the company </li></ul><ul><ul><li>Decrease Costs </li></ul></ul><ul><ul><li>Faster Project Delivery </li></ul></ul><ul><ul><li>Increase Employee Utilization </li></ul></ul><ul><li>Reduce rework on overlapping projects </li></ul><ul><ul><li>Decrease Costs </li></ul></ul><ul><ul><li>Reduce Risk </li></ul></ul><ul><ul><li>Increase Project Quality </li></ul></ul><ul><li>Improved performance via use of an integrated set of tools versus disparate internet web applications </li></ul><ul><ul><li>Reduce Risk </li></ul></ul><ul><ul><li>Increase User Participation </li></ul></ul><ul><li>Avoid duplicated IT infrastructure to support siloed collaboration technologies </li></ul><ul><ul><li>Decrease Costs </li></ul></ul><ul><ul><li>Reduce Time to Rollout New Capabilities </li></ul></ul>Improved Efficiency Benefits / ROI Examples <ul><li>A defense contractor decreases the cost of recruiting specialized engineers externally by finding existing employees by searching within enterprise-wide communities of interest and online employee skills profiles </li></ul><ul><li>A technology company reduces duplicate projects by encouraging online discussion within blogs and communities that helps surface similar or complementary projects across multiple departments or geographic locations </li></ul><ul><li>A manufacturer reduces the time and risk of rolling out a pre-packaged suite web2.0 tools and avoiding custom building, integrating with security, and rolling out disparate ‘1-off’ tools for point functionality </li></ul><ul><li>A global automobile manufacturer reduces the cost of maintaining a custom-written employee directory application while also decreasing the time to roll out new important capabilities to users such as social bookmarking </li></ul>
    46. 46. ROI of Increased Empowerment of Key Resources <ul><li>Greater leverage of key experts across the organization </li></ul><ul><ul><li>Increase Revenue </li></ul></ul><ul><ul><li>Decrease Response Time to Customer Issues </li></ul></ul><ul><ul><li>Increase Employee Satisfaction </li></ul></ul><ul><li>Improve recruitment and retention of younger “net generation’ employees </li></ul><ul><ul><li>Improve Employee Recruitment </li></ul></ul><ul><ul><li>Improve Employee Retention </li></ul></ul><ul><li>Faster development of high performing human resources </li></ul><ul><ul><li>Improve Employee Mentoring </li></ul></ul><ul><ul><li>Improve Employee Retention </li></ul></ul><ul><ul><li>Reduced Project Risk </li></ul></ul>Empowerment of Key Resources Benefits / ROI Examples <ul><li>A global systems integration firm encourages key experts (across executive, management, and front line roles) to blog and participate in communities of interest to share their experiences and increase the leverage of that expertise by less experienced consultants and technical specialists </li></ul><ul><li>A software company increases their ability to recruit net generation employees in the highly competitive market for software development talent by providing an innovative web2.0 environment for new employees to use for communication and collaboration </li></ul><ul><li>A global banking firm increases the quality and depth of their industry/geography/product based financial analysts by connecting online their senior and junior resources globally around key topic areas, market opportunities, or customer situations </li></ul>
    47. 47. <ul><li>Sales person knows limited number of people at company </li></ul><ul><li>Leads are put into CRM system (eg, Siebel) </li></ul><ul><li>Customer may ask friends </li></ul><ul><li>Very one-to-one relationship and interaction </li></ul>Current State Future State enabled Embedded Collaboration <ul><li>Expertise, instant messaging, document retrieval integrated into CRM system (list of experts and related documents shown when done entering lead) </li></ul><ul><li>Sales person can simply click to reach expert </li></ul><ul><li>Collaboration enabled with customer </li></ul><ul><li>Company sponsors “product-related” community to foster consumer-to-consumer interaction on “products” </li></ul>Expertise Engine CRM with “Expert Links” Rewards For assisting sale Product Specialist “ Friend” Customer Sales “ Known” Colleagues Product Experts “ Friend” Customer Sales Specific Sales Experts Sponsored External Community
    48. 48. Agenda <ul><li>Introduction to Social Networking </li></ul><ul><li>The How and Why of Social Networking </li></ul><ul><li>IBM’s solution for ESN </li></ul><ul><li>Adoption and ROI </li></ul><ul><li>Customer Case Studies </li></ul><ul><li>Getting Started </li></ul>
    49. 49. Customers deployments <ul><li>Banking, Government, Electronics, Business Services, Retail, Education, Insurance, and more </li></ul><ul><li>Across all geographies including 15+ different countries </li></ul><ul><li>Sales, customer support, marketing, human resources, etc… </li></ul><ul><li>Broad and thin </li></ul><ul><ul><li>One or more social software service deployed across the enterprise </li></ul></ul><ul><ul><li>Link it to a common business task or problem </li></ul></ul><ul><li>Narrow and deep </li></ul><ul><ul><li>Selected LoB for all Connection services </li></ul></ul><ul><ul><li>Create ambassadors to drive adoption for other groups </li></ul></ul>
    50. 50. <ul><li>Business Challenge –Deutsche Bank Asset Management (DeAM) was looking for a new desktop platform to create what it envisioned as an “ knowledge worker cockpit ,&quot; an environment that would aggregate data from a variety of sources to facilitate instant teaming . </li></ul><ul><li>Business Value – The DeAM organization was no able to dynamically build new connections between people, sharing information and the tasks they are executing. DeAM helped its skilled workforce greatly improve productivity using activities to enable the client to respond to customer needs more timely . </li></ul>
    51. 51. <ul><li>Business Challenge – Intuit was looking to replace its static corporate directory. Moreover, it wanted to offer its employees social networking tools to provide them with better access to company expertise and information to accelerate innovation </li></ul><ul><li>Business Value – Intuit now provided employees with better access to company information and expertise . By empowering their employees to better know and understand co-workers through their profile pages, bookmarks , blogs and communities to which they subscribe. In addition, they have the ability to centralize blogging and build communities relative to specific topics of interest.   </li></ul>
    52. 52. <ul><li>Business Challenge – In an attempt to move into the expanding world of business social networking , The Bank of New York Mellon sought a way to allow employees to link up and share ideas , from professional concerns to personal interests. </li></ul><ul><li>Business Value – By giving employees a forum through which they can talk, share interests or collaborate on business projects , BNYM benefits that flow the blending of information and interests of the technical employee pool , which formed from the previous merger of the two banking companies. Not only will the employees be able to increase collaboration on integration, they will also forge stronger communal ties . </li></ul>
    53. 53. <ul><li>Business Challenge – The company invented an enterprise-wide portal called 'GATE2' to use the employees knowledge base in an efficient manner. Because it is necessary for Rheinmetall employees to work in flexible and process oriented teams in decentralized departments, the company is constantly looking for new technologies, tools and services to improve synchronous and asynchronous communication and collaboration . </li></ul><ul><li>Business Value – GATE2 virtual working solutions support Web conferencing, wiki, blogs , chat, team calendars, forums , white pages and activity management tools. The ability to tag is particularly valuable as it enables employees to find needed information more quickly . Rheinmetall now has 100% team transparency and employees have the ability to search for knowledge and experts all over the company. </li></ul>
    54. 54. <ul><li>Business Challenge – The Film Foundation created a project called the Story of Movies. Because the contractors reside across the United States, project participants had been relying on e-mail communication to share documents and remain up-to-date regarding the project's progress. To improve collaboration among its dispersed project staff , the Film Foundation wanted to deploy a solution that would simplify document sharing and project management . </li></ul><ul><li>Business Value – By replacing its e-mail-based document-sharing process with the Lotus Connections solution, the Film Foundation improved the sense of community and communication among its project's mission-critical contractors and education experts. Now, the curriculum-development process is more streamlined , and it takes less time to create curriculum documents and materials. </li></ul>
    55. 55. <ul><li>Business Challenge – To thrive in the highly competitive market for outdoor adventure gear, Moosejaw Mountaineering needed to create an experience that would engage a customer community whose appetite for extreme sports is matched by a hunger for communication and collaboration . </li></ul><ul><li>Business Value – Moosejaw’s approach to multi-channel, social commerce was to implement a new solution from the to create a seamless, interactive, community shopping experience across every sales channel. Moosejaw is adding social commerce features like product level blogging, public facing customer profiles with photos, videos, adventure stories and gear lists for upcoming trips. Customers can interact with Moosejaw staff and with other customers on the Moosejaw Web site and then connect those threads on their mobile phones and when they come into the Moosejaw retail stores. </li></ul>
    56. 56. <ul><li>Business Challenge – PLI saw a compelling need for the legal profession to have a trustworthy place online to learn together, gain and share knowledge , and network with one another . </li></ul><ul><li>Business Value – PLI XChange delivers an online experience of wealth of practice-specific content, career-enhancing information plus insightful legal analysis from leading experts . Participants can use PLI XChange to meet other lawyers in the PLI community , including some of the leading practitioners in their fields, ask and answer questions, showcase their expertise among colleagues and clients, and prepare for and follow up on any of PLI's leading seminars. Added benefits of PLI XChange include free access to a wealth of problem-solving and career-enhancing information , plus insightful legal analysis from experts . </li></ul>
    57. 57. <ul><li>Business Challenge – A&P manages dozens of construction sites that require access to the most current plans, construction codes, special forms and manuals. The company needed an effective , timely and secure data collaboration solution that would allow it to quickly communicate with active construction sites and easily access necessary data. </li></ul><ul><li>Business Value – Utilizing IBM Lotus Connections, IBM Lotus Quickr and IBM Lotus Sametime software, A&P was able to improve data distribution and data exchange processes between construction sites and main offices, improve security for data access, improve user interface and site navigation experience, and reduce call-in support needed due to improved instant messaging capabilities and increased data access . </li></ul>
    58. 58. <ul><li>Business Challenge –'s business goal was to increase its number of Web site visitors from 50,000 per month to 150,000 per month by 2010. Based on this ambitious business goal, the company had a strong need for innovative social software functionality . </li></ul><ul><li>Business Value –There are options to join knowledge communities and to track and subscribe to &quot; thought leaders &quot; on a specific subject by subscribing to blogs or bookmarks. It is also easier for visitors to get to know others that are interested and working on projects in the same knowledge areas and share ideas a nd though ts with them. In short, there are more quality people and there is more time spent on the site, so there is more potential awarenes s, increase d mindshare and more potential leads to business. </li></ul>
    59. 59. <ul><li>Business Challenge – Saxion sought to create an environment through which students could learn based on their own preferences and in the context of their location , time and objectives . Saxion realized that informal and social ways of learning could be a valuable addition to traditional forms of classical education, enabling knowledge to flow more freely . </li></ul><ul><li>Business Value – Lotus Connections software to support students' efforts to locate experts via profiles and social bookmarks . The client will form communities around knowledge subjects and provide students a podium for their thoughts, ideas and discussions using blogs . The Activities feature of the software is currently being used to coordinate working groups. With the solution from IBM, the client increased student satisfaction and retention levels. </li></ul>
    60. 60. <ul><li>Business Challenge – For the FAA Disaster Response team, the ability to track information and maintain and share accurate records during a disaster is critical . </li></ul><ul><li>Business Value – With Lotus Connections, the Disaster Response team will be able to share and save electronic forms , Lotus Sametime chat transcripts , voice mail messages and other electronic files into related activities . The activities can be accessed by team members located throughout the U.S. to help resolve challenges on the ground and ensure accurate records are maintained for post-disaster reporting to Congress. Lotus Connections will help save valuable time on post-disaster reporting and is expected to be a key tool used by the Disaster Response teams during this hurricane seasons. </li></ul>
    61. 61. <ul><li>Business Challenge – The business requires accelerated growth and constantly improving service. R&D is what provides value to Imerys' customers and therefore the company is seeking a way to connect R&D more effectively to all of these disparate lines of business. </li></ul><ul><li>Business Value – Imerys rolled out IBM Lotus Connections to their Environmental Health and Safety (EHS) division. EHS uses Activities to respond to audits and incidents, enforcement and training. The department also uses Activities to track site visits , view to do lists , presentations , reports and even add pictures from their one week audit. Lotus Connections uses them to track and update the audit so the next person has easy access to all of the background information. </li></ul>
    62. 62. Agenda <ul><li>Introduction to Social Networking </li></ul><ul><li>The How and Why of Social Networking </li></ul><ul><li>IBM’s solution for ESN </li></ul><ul><li>Adoption and ROI </li></ul><ul><li>Customer Case Studies </li></ul><ul><li>Getting Started </li></ul>
    63. 63. How do you get started <ul><li>Our recommendation is that you should not deploy social networking to your enterprise without at least one of the following: </li></ul><ul><ul><li>Business Value Assessment (BVA) </li></ul></ul><ul><ul><li>Proof of Concept (PoC) </li></ul></ul><ul><ul><li>Pilot </li></ul></ul><ul><li>For a PoC or Pilot, your options are hosted, SAAS and on-premise </li></ul><ul><li>Our Recommendation: hosted POC </li></ul>
    64. 64. The BVA Engagement process is made up of three main steps, Preparation, Workshop and Final Deliverable Business Value Analysis and Presentation BVA Modules & Engagement Flow <ul><li>Business Portal Value Analysis </li></ul><ul><li>Value alignment consensus </li></ul><ul><li>Customized DayLife Demo </li></ul><ul><li>High level technical implementation roadmap </li></ul><ul><li>ROI analysis </li></ul><ul><li>Business portal design & deploy next steps </li></ul><ul><li>Interviews </li></ul><ul><li>3-5 functional interviews </li></ul><ul><li>1 hr each Telecon or face2face </li></ul>Discovery Research / Preparation <ul><li>2hr Executive Onsite Presentation </li></ul>“ How will it impact our current IT environment” “ How can we financially justify our portal project” “ What might the portal experience be for us” “ What high value process improvements can we target” “ What should we do with a business portal?” Portal Architecture Assessment ROI Case Day in the Life Demonstration Process Modeling Business Value Alignment <ul><li>Client discovery and research…a must do </li></ul><ul><li>Workshop modules can be standalone or combined </li></ul><ul><li>Plan on 1-day module workshops + 1-week analysis </li></ul><ul><li>Architecture Assessment 3-day workshop + 1-week analysis </li></ul>
    65. 65. The Lotus Connections PoC process is made up of three main steps, Preparation, Workshops and Final Deliverable <ul><li>Connections PoC Engagement Flow </li></ul>Lotus Connections PoC Analysis and Presentation Discovery Research / Preparation Metrics Gathering and Feedback Workshop Business Requirements Workshop PoC User Adoption Workshop Technical Requirements Gathering Workshop Connections PoC Installation <ul><li>Interviews </li></ul><ul><li>3-5 functional interviews </li></ul><ul><li>1 hr each Telecon or face2face </li></ul><ul><li>2hr Executive Onsite Presentation </li></ul><ul><li>Audience: Technical Staff and Pilot Participants </li></ul><ul><li>Measurements of success </li></ul><ul><li>3 hour session </li></ul><ul><li>Audience: Management and Executives </li></ul><ul><li>Internal and External deployment </li></ul><ul><li>Policies </li></ul><ul><li>Governance </li></ul><ul><li>Mid-point in the pilot </li></ul><ul><li>Two ½ days afternoon and morning </li></ul><ul><li>Audience: Pilot Participants </li></ul><ul><li>3 hour session </li></ul><ul><li>Education session </li></ul><ul><li>Audience: Technical Staff </li></ul><ul><li>OS </li></ul><ul><li>Tiers </li></ul><ul><li>DB </li></ul><ul><li>Configuration </li></ul><ul><li>etc. </li></ul><ul><li>Telecon or face2face </li></ul>
    66. 66. Hosted PoC <ul><li>Our hosting partner is Thought Leaders </li></ul><ul><li>Hosting options starting at $5K </li></ul><ul><ul><li>Hosted Connections for up to 90 days </li></ul></ul><ul><ul><li>Up to 200 users </li></ul></ul><ul><ul><li>Includes basic branding </li></ul></ul><ul><ul><li>Custom Login page </li></ul></ul><ul><ul><li>LDAP integration (on case by case basis) </li></ul></ul><ul><ul><li>Pilot to Production data migration (additional fee) </li></ul></ul><ul><li>Can also provide integration with SharePoint and other 3 rd party applications. </li></ul><ul><li>Customized widgets, intranet and/or extranet hosting </li></ul><ul><li>On Internap Data Center (55 Data Centers WW) </li></ul>
    67. 67. Questions? David Stephens Email: [email_address] Twitter: dvdstphns Google Profile: dvdwstphns Facebook Profile: LinkedIn Profile: