Business Value From Soa And Web2.0 Jeanne Murray

Session 2068 Business Value from SOA and Web 2.0: Innovation, Relationships and Results Jeanne Murray Program Manager, Social Software and Enablement IBM Software Group

Adopting Web 2.0 for business value
Understanding the business imperatives
Changing the way we work
Driving business value: innovation, relationships, results

Why use Social Software in your business? Empower people to share their knowledge and expertise Enable people to discover information quickly and easily Find and connect with the right experts fast Work together virtually without flying in for face to face meetings Connect everyone to your customers and partners Innovate your products and services, entering new markets and gaining new potential customers Anticipate change faster than your competition Be Change-Ready Integrate Globally Lead in Innovation

CEOs: The enterprise of the future 2008 IBM Global CEO Study The Enterprise of the Future www.ibm.com/enterpriseofthefuture Globally integrated 3 Hungry for change 1 Disruptive by nature 4 Genuine, not just generous 5 Innovative beyond customer imagination 2

Business needs driving change Data is exploding and is in silos New business & process demands Our resources are limited My infrastructure is inflexible and costly Smart Work Green & Beyond New Intelligence Dynamic Infrastructure

A “new world of work”
IBM is in 170 countries, with 350K+ employees worldwide
More than 40% regularly work away from traditional IBM offices
73% of managers have remote employees
24 x 7 x 365 - t ransforming “Work/Life Balance” to “Work/Life Integration”

Multigenerational workforce challenged by communication Source: “The Multi-Generational Workforce Challenge (2008)”

Participation influencing business process Intranet Public spaces Firewall Clients Partners
Employees
Find, discover
Know, contribute
Develop trust, credibility
Social search
Clients and Partners
Find, discover
Know, contribute
Develop trust, credibility
Profiles Public Conversations Communities and Teams Meetings Business Processes Experts Experts

Collaboration driving business value Enabling people to work smarter together Unlocking innovation through broad participation Fostering deep insightful relationships

Collaborative development & delivery
Global iterative software development
Code, designs, ideas shared across development locations
Getting it right the first time vs getting it better over time
Value with speed of execution
Better insight into what customers need
More successful deployments through ww labs
“ The virtual genius” – the cumulative knowledge of many
Collaboration across the industry
Open standards, open source, community involvement
Market input to technologies in development
Collaboration with customers and partners

24x7 global project execution
Real-time communication
Instant messaging
Internal “Twitter”
Web conferencing
Virtual worlds
Information repositories
Document creation and delivery
Meeting scheduling and management
Code development and delivery
Knowledge indexing
Tagging
Social bookmarking
Search
Employee profiles
Contact info, org charts
Project experience, skills
Networks and interests

Collaboration 2.0 available
Profile : 515k profiles on bluepages; 6.4M+ searches per week
Communities : 1,800+ online communities w/147k members and 1M+ messages
WikiCentral : 25K+ wikis with 320K+ unique readers
BlogCentral : 62k users; 260k entries; 30k tags
Dogear : 580k bookmarks; 1.4M tags; 20k users
Activities : 50k activities, 425k entries; 80K users
Instant Messaging : 4M+ per day
Usage
Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year
$700K savings per month in reduced travel
Significant reduction in phonemail, email server costs
Social software in action at IBM Return on Investment

Fostering community

Gaining value from the social network
A social network is a network of people
But it is not about the people themselves …
value is in the relationship – and the reciprocal activity of giving and receiving
The value is in the weak ties
“ enterprises are looking at how they can harness the hierarchy-flattening, information-sharing, teambuilding power of social networks ” (Deloitte)

Finding expertise in the network

Social paths help broaden reach

Visualization aids understanding

Example: Value to sellers Find Expertise Develop Relationships Discover Existing Knowledge Share Information Value to Seller Business Impact High-Performing Team Attributes Seller Activities Team members seek ideas/expertise from people external to the team Diverse perspectives valued Denser social networks Team members work together to ensure the client is successful Team communicates well on client activities/issues and how to respond Know where to look for expertise and aid Establish long term networks of expertise Discover and reuse existing knowledge, or expertise Become a network resource; collaborate on more deals Improve productivity; focus on client success Build relationships to experts and resources Increase efficiency through knowledge reuse Reinforce value of Team IBM

Study finding: Members of high performing teams use social software more than low performing Sales Performance database Low- Performing High- Performing Social SW Users Non Users $ $ Social SW Users Non Users Low-perfoming SW sales teams High-perfoming SW sales teams $

Summary: Value to the business
Business opportunity
Value from openness and transparency
Surfacing skills and knowledge
Global execution
Organizational effectiveness
The best skills on the job
Process revealed
Productivity and performance
Employee flexibility
Location
Growth opportunities

Fostering collaboration in IBM
Identify use cases, best practices and tools – by role, by task
Make it easy to get started
Share tools, enablement materials, best practices
Generate “buzz”
Share the vision
Communicate success stories
Tap key influencers as early adopters
Grassroots evangelism

Driving adoption of social software
“ Volunteer Army” of Social Software Ambassadors IBMers helping other IBMers
Clinics – help individuals get started 1:1
“ Lunch & Learn” sessions
“ Jumpstart” consulting
Drive change tops down, bottoms up, sideways… encourage experimentation ...in 45 Countries 600+ Ambassadors...

Enablement approach
Create and implement training programs as well as ad-hoc support
Recruit and Enable BlueIQ Ambassadors (600+ worldwide)
Reverse mentoring of senior leaders
Share metrics and Success Stories
Reward contributions
Live Sessions On-Demand Self-paced Community Driven Integrated with Existing Tools

Lessons learned in enterprise social software adoption
What Works:
Lead with use cases and success stories – by role, by task
Modular enablement – mix and match – lightweight and in multiple formats
Volunteer ambassadors who are motivated by passion & validation
Reward systems – formal, informal, fun
Multiple approaches to experiencing social software
Injecting social software into existing tooling as well as using new
Emphasizing all levels of participation
What Does Not Work:
Leading with tools discussion – instead relate to user tasks
Evangelizing without context – instead use use cases and success stories by role
Living in the echo chamber – recognize what's not “obvious” knowledge to the audience
Forgetting there's no clean slate – approach must accommodate multiplicity

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Business Value From Soa And Web2.0 Jeanne Murray

by Jeanne Murray on May 08, 2009

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