Successful Social Networking for Business Collaboration

Successful social networking for business collaboration Ed Brill Director, Product Management IBM Lotus Software

Web 2.0 Web 1.0 Data to People User Experience Social Networking Sharing Trust, Reputation End User Contribution More it used more value © 2008 IBM Corporation 2 Web 2.0, Social Networking and Enterprise Value

Demand for Growth Drives a Need for Innovation  Innovators grow faster  75% of CEOs indicated that collaboration was important to innovation  Top sources of innovation were employees, business IBM Institute for Business Value, CEO Study 2006 partners and customers “It's not what work you expect Employee #1234 to accomplish per person-month of work. It's the work you never expected would happen, that suddenly creates new business.” © 2008 IBM Corporation 3 Web 2.0, Social Networking and Enterprise Value

Changing Demographics Drives a Need to Empower New Generation of Business Leaders Within the next seven years, 33 million 19% of the entire people in Japan (26% American workforce of the population) will holding executive, be over 65 years old administrative and managerial positions will retire in the next five years By 2016, the number of individuals aged In the year 2000, there 60-64 in Australia is were more people expected to almost receiving pensions in double Italy than people working (22 versus 21 million) Source: Beazley, et. al, Continuity Management, Mackay, Alan. “Mature Age Workers: Sustaining Out Future Labor Force.” An Ageless Workforce - Opportunities for Business' Symposium Conference Paper. August 27, 2003. www.ageing.health.gov.au/ofoa/wllplan/ aawpapers.htm, Time to act quickly on aging.” The Japan Times Online. August 23, 2002 www.japantimes.co.jp/cgi-bin/getarticle.pl5? ed20020823a1.htm, A. Paulli, “Pension systems and gradual retirement in Italy”, September 2000, p.17 © 2008 IBM Corporation 4 Web 2.0, Social Networking and Enterprise Value

Changing Nature of Work Drives a Need to Connect Dispersed Workforces  Work environments are more complex – Matrixed organizations – Organization changes – Mergers / Acquisitions  Work environments are more disconnected – Global companies – Outsourcing – Remote workers  More interactions with unknown people © 2008 IBM Corporation 5 Web 2.0, Social Networking and Enterprise Value

Low Trust in Advertising Drives a Need to Connect Consumer in Communities “Indicate your level of trust in the following types of ads” % trust somewhat or completely Source: Forrester Research and Intelliseek © 2008 IBM Corporation 6 Web 2.0, Social Networking and Enterprise Value

Last year consultant Sara Radicati published a negative report about IBM's Very Wrong Way Notes e-mail product. That led to organized outrage from bloggers who, it turns out, are consultants who make money installing Notes. She says her firm, the Radicati Group in Palo Alto, Calif., was deluged with obscene phone calls and e-mails, a common element when blogs go negative. \"They were trying to disable my business,\" she says. \"It was obscene, vile, abusive, offensive stuff. These are a bunch of sickos.\" The anti-Radicati bloggers got an endorsement of sorts from an executive at IBM. Ed Brill, an IBMer who works on Notes marketing and publishes his own blog (edbrill.com), responded on July 23 last year to Radicati's bearish Notes report. He questioned whether she had ties to Microsoft and referred readers to two other blogs with far blunter assertions. Within days bloggers had posted \"investigative\" articles \"exposing\" her as corrupt and unethical, claiming she was a \"shill\"who took bribes from Microsoft.One blogger said she was doing something shady by operating a group that helps small companies find venture funding. Bloggers linked to one another's sites and posted on Brill's blog and elsewhere, creating an echo chamber in which, through repetition, the scandal began to seem genuine. Six days after the attacks began, a Notes consultant in the U.K. gloated on Brill's blog:\"The Radicati Group?Their analysis is now meaningless …. Their name has been blackened, their reputation in tatters.\" Radicati fought back by responding on her own Web site, but the smear job hovers online, appearing when you Google her name or start with Brill's mostly diplomatic site and then work your way through its links. One step away is IBM itself, which has a Notes site that once linked into Brill's. That link has since been taken down. Radicati says IBMignored her pleas to stop Brill from linking to the hate sites. IBM says it has nothing to do with Brill's blog. A week after that flap IBMer Brill fired up the swarm again, issuing a call to arms against research firm Meta Group for similar sins. \"Y'all did such a good job on the last report … \" his blog entry began. Sure enough, soon Meta was being \"investigated\" by bloggers and \"exposed\" as Radicati was. Gartner, which now owns Meta, declined to comment. No wonder companies now live in fear of blogs. © 2008 IBM Corporation

IBM Software Group | Lotus software The Power of Participation Connect to undiscovered information & experts Discover new relationships Capturing, packaging and reusing user created content Execute better business decisions 13

ROI Model: Role Interaction Patterns Sales Process Example Product Sales CRM with Expert Experts Customer “Expert Links” Expertise Engine Rewards For assisting Sponsored sale External Specific “Friend” Community Sales Experts Web 2.0, Social Networking and Enterprise Value 20 © 2008 IBM Corporation

IBM Social Software Strategy ATOM MOBILE RICH CLIENT PORTAL MASHUP BROWSER DESKTO P CONNECTO RS S Delivering the most complete set of collaboration and social software BLOGS COMM UNITIE ACTIVITIES services that S enable rich DOGEAR TEAM SPACES integration with PEOPLE PLACES CONTENT Portal, Notes & DOC LIBRARIES other applications WIKIS you use everyday FORUMS SHARING PROFILES HOME LISTS PAGES © 2008 IBM Corporation

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IBM Social Software Can Help Meet Today's Business Imperatives I NEED TO WORK SMARTER I NEED MORE INSIGHT I NEED INNOVATION Need to increase Organizations must Create a competitive efficiency and tap into the advantage that is effectiveness of intellectual capital sustainable in today's business processes of the entire value using existing chain, correlating business dynamic resources and people insights and climate by leveraging to enhance anticipating innovation from productivity opportunities and across your value threats. chain and creating stronger relationships PRODUCTIVITY AGILITY ADVANTAGE © 2008 IBM Corporation

IBM Software Group | Lotus software Your inbox is a catalyst for productivity Moving from it interrupts your workflow and introduces opportunities for distraction. Instant Messaging, Activities Personal Library, Presence Blogs Awareness Documents, Feeds, Presentations, Spreadsheets Widgets, Live Text Composite E-mail, Applications, Calendar, Business Mashups Contacts

“BlueIQ” - Driving Social Software use across IBM  Identify use cases, best practices, and tools – by role, by task  Make it easy to get started  Generate “buzz” & Share successes Drive change tops down,  Tap Early Adopters as grassroots bottoms up, sideways… evangelists encourage experimentation 540+ Ambassadors... “Volunteer Army” of Social Software Ambassadors IBMers helping other IBMers Clinics – help individuals get started 1:1 “Lunch & Learn” sessions – education on to how to use social software “Jumpstart” engagements - internal \"consulting\" to help enable team ...in 40 Countries © 2008 IBM Corporation

Lotus Connections is already at work in IBM Profiles IBM’s internal BluePages application provided the basis for Profiles. BluePages holds 651,099 profiles and serves over 1 million searches per week. It is the hub of both user requests and all applications authentication for IBM. Communities IBM hosts over 2,000 online communities, each with shared resources and discussions. More than 800 are private communities. Blogs IBM’s BlogCentral has 15,544 blogs, 138,803 entries with 66,117 users and 32,911 tags. Dogear IBM’s internal Dogear system has 693,702 total bookmarks with 1,778,571 tags and with a user population of 15,530. Activities IBM’s internal Activities service contains 64,284 unique activities with 583,254 unique entries and with 90,602 registered members. Data is as of Dec 31, 2008 © 2008 IBM Corporation

Connections means connections! Frequent e-mails Infrequent e-mails Wikis + Blogs + SN Gail Chris Susan Jim Mary Robert o Friends Jim’s Gail's manager manager Helen Co-Workers John Akira Other IBMers in Gail's country IBMers around the world Peter People around the world © 2008 IBM Corporation

IBM Software Group | Lotus software Social patterns, Semantic Content and Discovery •Value created by participation •Search evolves to discovery 28

Summary •Social networking is part of the fabric of our lives today •Companies can distinguish themselves in the eyes of customers and the marketplace by engaging •Elasticity, puffery, and authority are the victims of social networking •...but innovation is the differentiator today, anyway •There is much more than technology required to be best-in-class and win in the market © 2008 IBM Corporation 29 Web 2.0, Social Networking and Enterprise Value

Thank You ed_brill@us.ibm.com www.edbrill.com Twitter: @edbrill

Successful Social Networking for Business Collaboration

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