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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