Invest In Smarter Collaboration Final V2

Panel Participants Jeff Schick Oliver Young Guy Alvarez Markus Bentele Gina Poole IBM Forrester PLI Rheinmetall AG IBM Moderator: Jeffrey Schick, VP, Social Software, IBM Software Group Panelists:  Oliver Young, Senior Analyst, Forrester Research  Guy Alvarez, Research Director, Practising Law Institute  Markus Bentele, CIO, Rheinmetall AG  Gina Poole, VP, Social Software Programs, IBM Software Group © 2009 IBM Corporation

Agenda  Introduction  Interactive Panel Discussion  Market Insights  Business Value of Enterprise Social Software  Best Practices of Implementation  Summary of Key Discussion Items  Interactive Audience Q&A  Conclusion  Discover Where to Learn More! © 2009 IBM Corporation

Enterprise collaboration has traditionally been document-centric Document- People- Centric Centric •Excel •Expertise •Word •Reporting •Powerpoint structure •Email •Business context 5 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Within the Intranet Web 2.0 tools roughly fall into two major categories: • Content creation tools • Content access tools – Wikis – RSS – Blogs – Podcasting – Social networking profiles – Social bookmarking – Podcasting – Mashups – Widgets – Rich internet applications – Social networking Note: While content creation tools offset the use of other inefficient applications (email, Word, etc.) content access tools make existing content more valuable. 6 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

For collaboration, we expect some tools to outperform others Note: When adjusted for uncertainty, none of the tools guarantee high business value today. While there is a lot of value to be had, it is still very dependent on: •Corporate culture •Employee training and responsiveness •Executive support 10 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

At least one in five firms has not measured the value of its Web 2.0 deployments “How does your organization generally measure the business value of its Web 2.0 deployments?” We use traditional measures such as ROI, total cost of ownership, or 41% internal rate of return We use worker productivity surveys 27% We use other measures 18% Note: Value is most effectively We have not measured the shown through anecdotal business value 22% evidence and worker productivity surveys. Don't know 15% Base: 262 US IT decision-makers at companies with 500 or more employees invested in Web 2.0 technologies (multiple responses accepted) Source: June 2008 US Web 2.0 Online Survey 11 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Major benefits of Web 2.0 tools in the enterprise for collaboration and productivity • Efficient collaboration between • Better access to structured employees information (CRM, ERP, etc.) – Improved response times to – Enhanced customer service customer requests management • Increased transparency into • Decreased email overload decision making processes – Improved work efficiency – Better project management • Increased knowledge retention • Better access to unstructured and process documentation information – Better service quality – Improved knowledge capture • Collective intelligence gathering and IP management – Faster innovation 12 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Enterprise 2.0 tools can be particularly valuable during a recession 1. Improve worker productivity – Better access to information will increase the pace at which employees can get work done 2. Decrease redundancy – Well designed systems will surface redundant efforts all across the company and spread best practices 3. Improve time to productivity – New employees will easier find information and their place in the company, speeding the time to productivity 13 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

IBM has a workforce of over 500,000 – of which almost 50% are mobile IBM FACTS • 350K+ employees • 200K+ contractors • 170 countries • 2,000 locations • 70+ acquisitions since 2002 • 50% of employees have less than 5 years experience BlueIQ Enterprise social software. Unleash the power of us.

Employees need …. People Places Things \"I need someone to \"We need a \"I need to find explain this to me\" place to information\" collaborate\" Tacit Context Explicit

“BlueIQ” … driving Social Software use in IBM Identify best practices, use cases 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 Drive change tops down, bottoms Grassroots evangelism up, sideways….encourage experimentation

“BlueIQ” Ambassadors Program Overview  Clinics – “The Doctor Is In” –help individuals get started 1:1  “Lunch & Learn” sessions - teach individuals, teams and communities how to use social software 600+ Ambassadors...  “Jumpstart” engagements - internal \"consulting\" to help teams identify use cases, recommend tools and enablement materials, and ...in 40 Countries capture success stories

Social Software in Action at IBM Usage Collaboration 2.0 available to 500K of us • Profile: 515k profiles on bluepages; 6.4M+ searches per week • Communities: 1,800+ online communities w/147k members and 1M+ messages Return on Investment • WikiCentral: 25K+ wikis with 320K+ unique readers • Search satisfaction has increased by 50% with a productivity driven • BlogCentral: 62k users; 260k savings of $4.5M per year entries; 30k tags • $700K savings per month in • Dogear: 694k bookmarks; 1.8M reduced travel tags; 20k users • Significant reduction in • Activities:64k activities, 53k phonemail, email server costs entries; 90K users • Instant Messaging: 4M+ per day

Rheinmetall AG: Collaboration Suite – First Impressions Collaboration Suite - Solution IBM as a strategic partner Search  Integration Groupware (Mail / Calendar) PIM Framework Collaboration  Real-Time Collaboration IBM® Lotus® Sametime® 7.5 Group-  Collaborative Doc. Management + Team KM Places IBM® Lotus® Quickr™ 8.1 ware  Social Networking Services IBM® Lotus® Connections 1.0  Central Search C@R - Collaboration at Rheinmetall IBM ® OmniFind ™ © 2009 IBM Corporation

Rheinmetall AG: Enterprise Business Collaboration Collaboration Suite - Benefits How Rheinmetall solved their problems with IBM Lotus Connections, IBM Lotus Quickr and IBM Lotus Sametime  We made the decision based on the identified business needs of our users over the past couple of years. We experimented with a few social tools like wikis and blogs to see how they could be used in business environments, and users asked for more.  The IBM Collaboration Bundle helped Rheinmetall to migrate to up to date technology including many very useful Web 2.0 features the old tool have not had  Rheinmetall has carefully checked other well known tools on the market, but had to conclude that only IBM’s open and flexible approach could resolve their requirements of an integrated suite of capabilities  Requirements included File Sharing, People Profiles, Instant Messaging, Activities and Web 2.0 features like Tagging and Blogs © 2009 IBM Corporation

Practising Law Institute (PLI) Solution – PLI XChange About PLI -  Innovative “Not-for-profit” organization focused on R&D and new ideas  Gold standard in continuing legal education (CLE)  Conducts 260+ Seminars a year, including Live/Streamed/On-demand Business Need -  PLI Board wanted to investigate relevance or utility of Facebook kind of networks for lawyers Solution Required –  Private “trusted by-invitation” network to connect lawyers through profiles, & enable blogs, chat, Q&A, & promotion of PLI services  Naming convention “Xchange” Solution Today -  More features  More users – now Xchange for Law Students  Syndication of content to popular networks like Facebook and Linkedin © 2009 IBM Corporation

PLI - Benefits and return achieved  Quality of CLE is starting to improve – people get course handbooks and ask good questions ahead of time  Dissemination of key updates has become easier and a continuous process. More information relevant to practice area is provided (key updates, impact on court decisions, new concepts)  Electronic copy of course material enables attendees search and discover information after the program  Peer-peer communication is improving overall learning & enhancing business relationships  Planning process is more efficient  Visibility & Reach ability to experts has been improved  PLI is able to get enhanced feedback © 2009 IBM Corporation

IBM - Critical success factors for enterprise social software More than just a “way to collaborate” Critical Success Factors Seekers Contributors I need someone I am someone Awareness How do I know who is out there? How can I become more known? Networking Social Competence (Trust) Is this person competent? How can I advertise my expertise? Benevolence (Trust) Will this person help me? How can I develop my reputation as a trusted partner? Motivation Am I motivated to work with this person? Why will I cooperate with this person? Culture Access How do I approach this person? Do I want to be approached? Skills Does the team have the skills necessary to collaborate effectively? Collaborative (e.g. technical, communication, people, business, etc) Tools Mechanism Do we have a method to collaborate? © 2009 IBM Corporation

Rheinmetall AG: Enterprise Business Collaboration Collaboration Suite – Lessons learned Changing business processes and virtualisation requires cross-linked communication structures  process-oriented work organisation  collaborative work thinking  specialised skills Past Presence Challenges: Detect the right persons at the right time in addition to central, collaborative data management C@R – Collaboration at Rheinmetall adressed this challenge, as this helps the employees, localise expertise, share informations and enlarge their personal network, to achieve the accordant objectives more efficiently and faster © 2009 IBM Corporation

Practising Law Institute (PLI) - Key highlights & takeaways  First, have a plan!  Second, have a partner! Gemini Systems has been critical to our success!  Third, be ready for a change! You learn something new every day! © 2009 IBM Corporation

Recommendations for Information & Knowledge Management professionals • Set expectations that Web 2.0 technology will improve the business, but not transform it. • Experiment with social networking tools. – At a minimum, ensure that Web 2.0 deployments clearly connect content to the employees associated with that content. • Invest carefully. The cost of entry is relatively low compared to other enterprise tools. But . . . – Niche tools only solve niche problems. – Some tools require a larger data plan to enable success. – Some tools are immature: Wait and watch, or experiment with a healthy sense of expectations for change. Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Overall recommendations 1. Identify solvable problems that Web 2.0 tools can tackle 2. Deploy tools for a limited set of users in pilot programs 3. If value is shown, deploy more widely as fit 4. Let use spread virally, and support with optional training 5. Measure the results! Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Learn More. Visit...  IBM Advanced Collaboration Solutions: http://www.ibm.com/itsolutions/collaboration/  IBM Social Computing and Mashups: http://www-01.ibm.com/software/lotus/category/network/  IBM Collaboration Soapbox: http://www-01.ibm.com/software/lotus/category/network/  Forrester Research: http://www.forrester.com/rb/research  Practising Law Institute: http://www.pli.edu/  Rheinmetall AG: http://www.rheinmetall.com/index.php?lang=3 © 2009 IBM Corporation

© Copyright IBM Corporation 2009 IBM Corporation New Orchard Road Armonk, NY 10504 U.S.A. Produced in the United States of America 06-08 All Rights Reserved IBM, the IBM logo, Lotus, Sametime, Connections, Quickr, Omnifind are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at \"Copyright and trademark information\" at www.ibm.com/legal/copytrade.shtml. Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries or both. Linux is a registered trademark of Linus Torvalds in the U.S., other countries or both. Other company, product and service names may be trademarks or service marks of other companies. References in this publication to IBM products and services do not imply that IBM intends to make them available in all countries in which IBM operates. © 2009 IBM Corporation

Invest In Smarter Collaboration Final V2

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