• Like
  • Save
The ibm social journey
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.

The ibm social journey


Presentation by Jon Machtynger as given on November 30th in Amsterdam for Social Connections IV, the IBM Connections user group event

Presentation by Jon Machtynger as given on November 30th in Amsterdam for Social Connections IV, the IBM Connections user group event

Published in Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads


Total Views
On SlideShare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. The IBM Social JourneyAnd the huge part Connections plays Jon Machtynger IBM United Kingdom Ltd, CTO IBM Collaboration Solutions Lotus Park, The Causeway Staines, TW18 3AG UK & Ireland Tel: +44 (0)208 8181216 IBM Software Group Mobile: +44 (0)7801 684216 email: jonm@uk.ibm.com twitter: synapticity © 2010 IBM Corporation
  • 2. Social Collaboration – what’s it all about?Risks Technology Mobile Social business BYOD Competitive Advantage Culture People Processes Information Adoption Cloud Generation-Gap Trust ResponsibilityPrivacy Serious topic? Business Drivers Big Data © 2010 IBM Corporation
  • 3. Themes for today§ A perspective on IBM culture§ The basis of enterprise collaboration – Patterns of behaviour – Accidental and deliberate communication§ How we use Social Software in IBM – Culture, career, onboarding, churn, skills/expertise identification, leadership, business conduct, return on human capital, a modern working environment.§ Our version journey§ Lessons learned © 2010 IBM Corporation
  • 4. © 2010 IBM Corporation
  • 5. © 2010 IBM Corporation
  • 6. IBM has a workforce of over 500,000 of whom almost 50% are mobile •  450K+ employees •  170 countries •  2,000 locations •  70+ acquisitions since 2002 •  50% < 5 years experience IBM Locations Mobile Employees © 2010 IBM Corporation
  • 7. Trends influencing our collaboration strategy Social networks are putting people online as never before Unified channel for discovery and interaction Mobile devices are magnifying reach and interaction Higher frequency of (shorter) transactions Online and reachable more of the time Content analytics are making knowledge more accessible More focus on insight rather than just transactions © 2010 IBM Corporation
  • 8. Early adopters finding value in three major areas differentiated by business owners, KPIs, and solution patternsCustomer care and insight Product and service innovationSuperior customer intelligence and Shorter time to market drives growthengagement drives revenue and profit Workforce optimization Easier on-boarding, learning, and collaboration drives productivity © 2010 IBM Corporation
  • 9. Social Adoption Strategies Active Guidance Relying on Viral A Defined Program of Adoption Build it and they will come - Communications plans maybe… Champions, Sponsors, Support mechanisms Passive Guidance Lay a foundation and help build it Generalise capabilities Provide examples and ideas © 2010 IBM Corporation
  • 10. Becoming a Social / Collaborative BusinessKey Steps to prepare for a successful Adoption / Deployment Plan1  Identify Participants -  Introduce concepts and value to Lines of Business / Define business goals -  Leverage demonstration environment2  Discover Use Cases (per business unit, or initiative) -  Use Cases/success criteria against business value / focus - Pilot participants -  Define key social relationships that will be affected3  Discover Leaders -  Individuals who to be natural connectors or experts, encourage/motivate others to participate4  Train the Leaders (and other social actors) -  General education for key contributors and scheduled activities -  How to install any plugins, explore advanced features, and include others5  Define and Execute Communication Plan -  Maintain momentum through newsletters, blogs, checkpoint calls with key participants -  Prepare helpdesk or other source of "technical support“6  Measure -  Business benefits and technical outputs / Adoption patterns – what worked well, what didn’t? © 2010 IBM Corporation
  • 11. Accessibility where Users Work drives Adoptionl  Browser l  Portal Pagesl  Client Platforms l  RSS Aggregators l  Web Applicationsl  Document Editors l  Business Appsl  Email Clients l  Mobile Devicesl  Browser Plugins l  ...l  ... © 2010 IBM Corporation
  • 12. © 2010 IBM Corporation
  • 13. Integrated Capabilities of IBM Connections Profiles Home page Find the people you need See whats happening across your social network Communities Social Analytics Work with people who share common Discover who and what you don’t know via roles and expertise recommendations Files Micro-blogging Post, share, and discover documents, Reach out for help or share news with presentations, images, and more your social network Wikis Bookmarks Create web content together Save, share, and discover bookmarks Activities Blogs Organize your work and tap your Present your own ideas, and learn from professional network others Forums Mobile Exchange ideas with, and benefit from Access Connections anywhere, anytime the expertise of others with mobile & tablet access © 2010 IBM Corporation
  • 14. Depth of insight Peer RecognitionMore detail below… © 2010 IBM Corporation
  • 15. ContentOther (similar) people © 2010 IBM Corporation
  • 16. Social SharingAdds Credibility & Discoverability to content What do others think of it? Who else understands it? Have they improved it? Recommendations, Downloads, Comments, Versions, Sharing, Folders, Authors Tags. Not just Share with, but also Share on, and Share within a Community © 2010 IBM Corporation
  • 17. Social Analytics increase AdoptionDrawing attention to things you need to know l  Who should I know about? l  How can I reach them? l  Which content has been updated? l  What new content might interest me? … and, please, not by sending me email! © 2010 IBM Corporation
  • 18. So what does this mean for BYOD at IBM? © 2010 IBM Corporation18
  • 19. Mobile Development Standards§ How do we apply this to www.ibm.com (m.ibm.com) – Led by 3 platforms (iOS, Android, Blackberry) Design (type of Application) Native / Web / Hybrid Develop UX design patterns Development Standards (HTML5, Storage, PIM) Deploy Mobile delivery portals (app stores) © 2010 IBM Corporation
  • 20. Designing for Mobile Interactions are often Minimise page loads very brief Minimise content and Interruptions happen all function the time Mobile applications easy Context is critical to use Interactions oriented Not desktop ‘lite’ towards transactions Support social and Emphasis is on viewing personal Enable start and finish Users’ goals are from different devices different © 2010 IBM Corporation
  • 21. Advocate Conduct at IBM: Built on Employee Trust- IBM supports open dialogue and the exchange of ideas-  Responsible engagement in innovation and dialogue-  To learn, to contribute (source: Adam Christensen)- Social Computing guidelines: www.ibm.com/blogs/zz/en/guidelines.htmlü Be who you areü Speak in the first personü Use a disclaimerü Respect your audienceü  Add valueü Dont pick fightsü Be the first to respond to your own mistakes.ü Use your best judgment.ü Dont forget your day jobü Consider appropriateness of travel plans. ‘In the social media, the IBM employee is the brand’ © 2010 IBM Corporation
  • 22. Web 2.0 Best Practices… regularly updated © 2010 IBM Corporation
  • 23. How often do you need a specific file? © 2010 IBM Corporation
  • 24. Enterprise PatternsCommunicate Establish Expertise •  With or to an audience •  Understand who contributes andDynamic Collaborate authors •  with my co-workers and peers Stay Informed •  Establish and maintain professional •  Individuals benefit from the relationships community/social network by learning •  Reinforce organisational culture and from others on a real-time basis loyalty •  Non-disruptive expertise consumptionOrganise Listen •  My work •  To the wisdom of the crowd •  Team work efforts Find/Access Experts •  Organisational knowledge and Find/Access Information/Answers expertise Make ConnectionsControl Information Flow •  Establish and maintain business •  Self manage information relationships •  Keep information “out of the inbox” Inquire •  Ad hoc work management •  Seek feedback from othersShare Information •  Contribute for others or one’s self © 2010 IBM Corporation
  • 25. Productivity templates - For New Hires, By New Hires! © 2010 IBM Corporation
  • 26. Productivity templates - Setting up a new PC © 2010 IBM Corporation
  • 27. Productivity templates - Launching a Product © 2010 IBM Corporation
  • 28. Sametime Meetings Zero install client Desktop client – quick entry, as easy as joining a chat Mobile client © 2010 IBM Corporation
  • 29. Internal Processes capitalising on social§ Sales Force Automation – SugarCRM/Connections blending social content – Integration with in/out communications§ Social platform promoting sharing with mail access§ Search – Rated content, experts, blogs, files, tags§ Status, content, recommendations can be pervasive © 2010 IBM Corporation
  • 30. Some usage statistics © 2010 IBM Corporation
  • 31. The Architecture © 2010 IBM Corporation
  • 32. Architectural considerations§ Subjected to more ‘stress’ than clients would require§ Originally on 2.5 – Collocated with other applications – Susceptible to problems external to Connections§ Moved on to 3.0 – Single platform, entirely on Z – Core application, security, HA, integration points – Measure twice, cut once – took a much longer time§ We moved to 4.0 within a month of going GA – Lots of plans… © 2010 IBM Corporation
  • 33. Lessons Learned by IBM§ Promote a culture of sharing with diverse groups –  Capitalise on the differences in your organisation –  Weak Ties deliver much more value§ There is no “field of dreams” –  Adoption is crucial –  Appeal to a broad spectrum of communication types –  Executives must participate and drive activity§ Profiles / Files provide most significant initial value§ Integrate with the enterprise –  Collaboration intrinsic to operational behaviour§ A balance of control and flexibility promotes innovation © 2010 IBM Corporation
  • 34. Questions? © 2010 IBM Corporation