Business Value From Soa And Web2.0 Jeanne Murray

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Presentation to IBM IMPACT technical conference 7 May. Business Value from SOA and Web2.0: Innovation, Results, and Relationships

Presentation to IBM IMPACT technical conference 7 May. Business Value from SOA and Web2.0: Innovation, Results, and Relationships

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  • Abstract: Web 2.0 has had its impact on business, our products, our services, and most importantly, our people. More participative, transparent behaviors and processes have enabled change in how we communicate with each other about our business. Employees and clients alike see business value in enterprise social software adoption. It can help inspire innovation, build relationships and accelerate business results across the globe. Find out from two organizations how Web 2.0 is transforming their business. IBM discusses how it is transforming its own business beyond “early adopter” communities, across roles and locations, and inside and outside the firewall. Teach For America now engages its wide network of teaching corps members and alumni, staff, donors, and employer and graduate school partners to expand educational opportunities for all children.

Transcript

  • 1. 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
  • 2. Adopting Web 2.0 for business value
    • Understanding the business imperatives
    • Changing the way we work
    • Driving business value: innovation, relationships, results
  • 3. 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
  • 4. 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
  • 5. 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
  • 6. 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”
  • 7. Multigenerational workforce challenged by communication Source: “The Multi-Generational Workforce Challenge (2008)”
  • 8. 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
  • 9. Adopting Web 2.0 for business value
    • Understanding the business imperatives
    • Changing the way we work
    • Driving business value: innovation, relationships, results
  • 10. Collaboration driving business value Enabling people to work smarter together Unlocking innovation through broad participation Fostering deep insightful relationships
  • 11. 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
  • 12. 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
  • 13.
    • 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
  • 14. Fostering community
  • 15.  
  • 16. Adopting Web 2.0 for business value
    • Understanding the business imperatives
    • Changing the way we work
    • Driving business value: innovation, relationships, results
  • 17. 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)
  • 18. Finding expertise in the network
  • 19. Social paths help broaden reach
  • 20. Visualization aids understanding
  • 21. 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
  • 22. 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 $
  • 23. 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
  • 24. 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
  • 25. 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...
  • 26. 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
  • 27. 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
  • 28.  
  • 29. We love your Feedback!
    • Don’t forget to submit your Impact session and speaker feedback! Your feedback is very important to us, we use it to improve our conference for you next year.
    • Go to www.impact09guide.com on a smartphone device or a loaner device
    • From the Impact 2009 Online Conference Guide;
      • Select Agenda
      • Navigate to the session you want to give feedback on
      • Select the session or speaker feedback links
      • Submit your feedback
  • 30. © IBM Corporation 2009. All Rights Reserved. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. The following are trademarks of the International Business Machines Corporation in the United States and/or other countries: ibm.com/legal/copytrade.shtmlAIX, CICS, CICSPlex, DataPower, DB2, DB2 Universal Database, i5/OS, IBM, the IBM logo, IMS/ESA, Power Systems, Lotus, OMEGAMON, OS/390, Parallel Sysplex, pureXML, Rational, Redbooks, Sametime, SMART SOA, System z , Tivoli, WebSphere, and z/OS. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml. Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries. IT Infrastructure Library is a registered trademark of the Central Computer and Telecommunications Agency which is now part of the Office of Government Commerce Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both. Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. ITIL is a registered trademark, and a registered community trademark of the Office of Government Commerce, and is registered in the U.S. Patent and Trademark Office Intel and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. UNIX is a registered trademark of The Open Group in the United States and other countries. Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both.