Web 2.0 goes to work for business Enabling the power of participation Brent Lello IBM Portal and Collaboration Specialist

What is Web 2.0? “ Web 2.0 is a set of economic, social, and technology trends that collectively form the basis for the next generation of the Internet … characterized by user participation, openness, and network effects.” — O’Reilly Radar Pandora/Rhapsody Napster MySpace/Facebook GeoCities Flickr Ofoto Google Maps MapQuest Blogs Home pages Del.icio.us Yahoo! Wikipedia Britannica Online Web 2.0 Web 1.0 Web 2.0 is about … PEOPLE Social computing Connect to expertise PLATFORM Web as a delivery platform Access services online APPLICATION DEVELOPMENT Change the economics of application development

Why should you care about Web 2.0? You can measure the ROI of Web 2.0 across a variety of sources. Here’s an example of how IBM benefited from Web 2.0 with its Enterprise Tagging Services (ETS), which: Allows users to tag pages in the IBM intranet Is integrated with enterprise search to significantly reduce search time ROI Improved growth through innovation Broadened the collective intelligence to drive innovation Improved efficiency Cut search time by an average of 12 seconds With 286,584 search visits per week, saved 955 hours At US$100 per hour , 40 hours per week and 48 weeks per year, gained US$4.6 million in productivity Cost avoidance Avoided US$2.4 million in costs through the reusability of the ETS widget Increased empowerment of key resources Enabled better use of key experts and content across the organization Uncovered information with an estimated value of US$500,000 per year

Allows users to tag pages in the IBM intranet

Is integrated with enterprise search to significantly reduce search time

Improved growth through innovation

Broadened the collective intelligence to drive innovation

Improved efficiency

Cut search time by an average of 12 seconds

With 286,584 search visits per week, saved 955 hours

At US$100 per hour , 40 hours per week and 48 weeks per year, gained US$4.6 million in productivity

Cost avoidance

Avoided US$2.4 million in costs through the reusability of the ETS widget

Increased empowerment of key resources

Enabled better use of key experts and content across the organization

Uncovered information with an estimated value of US$500,000 per year

Why should you care about Web 2.0? (continued) Companies are investing in Web 2.0 to increase their competitive advantage Source: McKinsey Quarterly Survey on Web 2.0, July 2008. 1. Forrester, Global Enterprise Web 2.0 Market Forecast: 2007 To 2013, G. Oliver Young, April 21, 2008. 2 Gartner , Hype Cycle for Emerging Technologies, July 2008. 3 Economist Intelligence Unit Survey, January 2007. Forrester projects significant adoption of Web 2.0, saying that enterprise spending on Web 2.0 is expected to grow from US$764 million in 2008 to US$4.6 billion in 2013. 1 Gartner ranks Web 2.0 as a transformational trend in the short term—less than two years. 2 Twenty-two percent of organizations surveyed are using mashups now. An additional 42 percent plan to use mashups within two years. 3 Web 2.0 adoption trends 21% 24% 24% 23% 27% 34% 33% 32% 29% 28% Blogs RSS Wikis Podcasts Social networking 2007 2008

Companies are investing in Web 2.0 to increase their competitive advantage

Why IBM? IBM is particularly well positioned to address the key pillars of Web 2.0 People —IBM leads in enterprise social software that connects experts and makes your teams more agile, with the security and strength you expect from IBM. Application development —IBM delivers the Web 2.0 technologies needed to build Web 2.0 solutions, whether they’re enterprise applications or situational mashups. Platform —IBM’s tools, middleware and security solutions enable you to use the Web as a delivery platform—virtually anytime, anywhere—extending your organization’s reach. IBM is a leader in Web 2.0, helping organizations realize better business outcomes IBM supports the spectrum of delivery models Software as a service Hosted Appliance On premise Web 2.0 unlocks the value of participation associated with people, platform and application development Web 2.0

IBM is particularly well positioned to address the key pillars of Web 2.0

People —IBM leads in enterprise social software that connects experts and makes your teams more agile, with the security and strength you expect from IBM.

Application development —IBM delivers the Web 2.0 technologies needed to build Web 2.0 solutions, whether they’re enterprise applications or situational mashups.

Platform —IBM’s tools, middleware and security solutions enable you to use the Web as a delivery platform—virtually anytime, anywhere—extending your organization’s reach.

Why IBM? (continued) What analysts are saying “ IBM was the clear winner across the board.” 4 “ What IBM is offering here … is a full suite of products designed to address the needs of developers, while providing a front-end, self-service mashup composition product for business users.” 5 4 Mike Gotta, E2.0 Conference: Social Computing Platforms , June 19, 2008, Collaborative Thinking Blog. 5 Application Development Trends, IBM's Mashup Play, John K. Waters, June 9, 2008, http://www.adtmag.com/article.aspx?id=22747

People — connect, collaborate and innovate IBM social networking solutions—harnessing the power of participation Increased collaboration for better business outcomes Why social computing? Capture and preserve tacit information Leverage information more effectively Discover and unlock expertise Coordinate ad hoc activities and reuse what works What IBM offers IBM Lotus ® Connections software Dogear Communities Profiles Blogs Activities IBM Lotus Quickr ™ software IBM Lotus Sametime ® software

Why social computing?

Capture and preserve tacit information

Leverage information more effectively

Discover and unlock expertise

Coordinate ad hoc activities and reuse what works

What IBM offers

IBM Lotus ® Connections software

Dogear

Communities

Profiles

Blogs

Activities

IBM Lotus Quickr ™ software

IBM Lotus Sametime ® software

Introducing IBM Lotus Connections software Lotus Connections software is social software for business that empowers you to be more innovative and helps you execute more quickly by using dynamic networks of co-workers, partners and customers

Lotus Connections software is social software for business that empowers you to be more innovative and helps you execute more quickly by using dynamic networks of co-workers, partners and customers

Lotus Connections software has five core parts Communities Create, find, join, and work with communities of people who share a common interest, responsibility, or area of expertise Blogs Use a weblog to present your idea and get feedback from others; learn from the expertise and experience of others who blog Dogear Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertise Activities Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster Profiles Quickly find the people you need by searching across your organization using keywords that help identify expertise, current projects and responsibilities

IBM social networking at work at Cardiff University Improves research agenda with IBM Lotus Connections software Business challenge Improve overall employee productivity by allowing faculty to tap into the vast amount of knowledge and skills across the university Solution An enterprise-wide directory service based on IBM Lotus Connections software that: Enables researchers and staff to search for skills, projects, teams and knowledge throughout the institution Allows users to locate information quickly, interact with people in realtime and advance research projects through collaboration Benefits Increased collaboration across previously isolated schools and faculties Improved the university experience of faculty and students Enhanced teaching methods and materials Increased efficiencies in research projects and grant management

Business challenge

Improve overall employee productivity by allowing faculty to tap into the vast amount of knowledge and skills across the university

Solution

An enterprise-wide directory service based on IBM Lotus Connections software that:

Enables researchers and staff to search for skills, projects, teams and knowledge throughout the institution

Allows users to locate information quickly, interact with people in realtime and advance research projects through collaboration

Benefits

Increased collaboration across previously isolated schools and faculties

Improved the university experience of faculty and students

Enhanced teaching methods and materials

Increased efficiencies in research projects and grant management

Application development—simple to build, quick to remix, easy to extend Web 2.0 application development from IBM—deliver Web 2.0 solutions with Web 2.0 technologies Enterprise applications Mashups and situational applications A lightweight Web application created by combining information or capabilities from more than one existing source to deliver new functions and insights Rapid creation—in days, not months Reuse of existing capabilities to deliver new functionality and fresh insight Limited to no technical skills required Often a mix of internal and external sources Leverage and extend existing infrastructure Access applications from the office, on the road or at home Build Web 2.0 solutions using simple Web 2.0 technologies Extend your enterprise and improve security with IBM CONNECT BUILD MANAGE DEPLOY

Rapid creation—in days, not months

Reuse of existing capabilities to deliver new functionality and fresh insight

Limited to no technical skills required

Often a mix of internal and external sources

Enterprise Mashups Leverage Existing Assets to Address Situational Needs Number of users per application Number of applications Strategic, IT built applications Long Tail - situational Enterprise Mashups Lack of agility and inability to quickly innovate– IT can’t respond fast enough to business requirements Spreadsheet “apps” hard to manage, share, keep current Silo-ed, outdated, inaccessible data Business Challenges IT is backlogged and suffering from too many business requests Underground or “shadow” IT Security violations Loss of information IT Challenges

Lack of agility and inability to quickly innovate– IT can’t respond fast enough to business requirements

Spreadsheet “apps” hard to manage, share, keep current

Silo-ed, outdated, inaccessible data

IT is backlogged and suffering from too many business requests

Underground or “shadow” IT

Security violations

Loss of information

IBM Mashup Center at work at Boeing Purpose: enable U.S. Federal Aviation Administration (FAA) officials to quickly identify the nearest airport that can safely handle an incoming aircraft for emergency response Created by IBM and Boeing to demonstrate next-generation aviation capabilities Draws from existing data and systems to enable officials to react to unexpected events Built within three weeks and delivered to the FAA, the U.S. Department of Defense and the U.S. Department of Homeland Security “ As an established innovator, Boeing believes in the power of Web 2.0 and embraces it not only for collaborative work, but also for the heavy lifting of enterprise planning and execution. IBM Mashup Center is playing a key role in our visionary approach to strategic asset management. It's critical to know where your major assets are and how to use them at any given time, situation or condition.” — Paul Comitz, Boeing, IBM press release, June 5, 2008 Boeing Air Traffic Management

Purpose: enable U.S. Federal Aviation Administration (FAA) officials to quickly identify the nearest airport that can safely handle an incoming aircraft for emergency response

Created by IBM and Boeing to demonstrate next-generation aviation capabilities

Draws from existing data and systems to enable officials to react to unexpected events

Built within three weeks and delivered to the FAA, the U.S. Department of Defense and the U.S. Department of Homeland Security

Let Web 2.0 work for you Start your pilots Web 2.0 can be a low-risk, high-reward initiative—with immediate payback Build consensus At the start, organizational alignment is more important than technology decisions Measure the results Web 2.0 is new and exciting, but at the end of the day, you still expect results

Start your pilots

Web 2.0 can be a low-risk, high-reward initiative—with immediate payback

Build consensus

At the start, organizational alignment is more important than technology decisions

Measure the results

Web 2.0 is new and exciting, but at the end of the day, you still expect results

Helpful resources Web 2.0 Goes to Work — ibm.com/web20 Lotus Greenhouse — greenhouse.lotus.com/home/login.jsp Organizational Effectiveness — ibm.com/cio/empower IBM Web 2.0 Tell Your Boss kit — ibm.com/developerworks/lotus/kits/d-ls-web20kit2 IBM Global CEO Study 2008 — ibm.com/services/us/gbs/bus/html/ceostudy2008.html IBM Global Human Capital Study 2008 — ibm.com/services/us/gbs/bus/html/2008ghcs.html

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© Copyright IBM Corporation 2008

IBM Corporation IBM Software Group Route 100 Somers, NY 10589 U.S.A.

Produced in the United States of America September 2008 All Rights Reserved

IBM, the IBM logo, and ibm.com are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. These and other IBM trademarked terms are marked on their first occurrence in this information with the appropriate symbol ( ® or ™ ), indicating 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 ibm.com /legal/copytrade.shtml

Microsoft is a trademark of Microsoft Corporation in the United States, other countries, or both.

Java and all Java-based trademarks and logos are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both

Other company, product, or service names may be trademarks or service marks of others.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication 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 publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates.