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Socially synergistic enterprises 10 june m. baron


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Presentation I used at the 5th Annual New Product Development Strategies Amsterdam.
The GTO charts are whitened intentionally you can download content from the IBM site use the link.

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Socially synergistic enterprises 10 june m. baron

  1. 1. Socially Synergistic Enterprises the human side of the smarter planet Balancing Internal and External Collaboration to Improve Innovation Marcel Baron 10 June 2011 5th Annual New Product Development Strategies
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  4. 4. © 2011 IBM Corporation4 Team-Based Management Integrated Product Development Team Relationships Integrated Portfolio Management Team (IPMT) Project Development Team (PDT) Investment Review Board (IRB) *May not exist in specific Brand FunctionalManagement DCT/OT & functional teams
  5. 5. © 2011 IBM Corporation IBM – Integrated Product Development
  6. 6. © 2011 IBM Corporation6 Integrated Product Development (IPD) Overview Market Information Customer Feedback Competitor Information Technology Trends Current Portfolio Integrated Portfolio Management Team (IPMT) C O N T R A C T Develop & Qualify Launch Life-cycleConcept Plan Project Development Team (PDT) Concept DCP Plan DCP Availability DCP End-of-Life DCP IPMT Sponsor Products Solutions Profit Satisfied Customers Project Proposals Strategy Marketplace insights Opportunity Customer Targets Value Proposition Messaging IBM Marketing Approach: 1.0 Understand the Marketplace 3.0 Plan/Manage Offerings/ Solutions 4.0 Plan and Manage Programs 5.0 Execute Programs/ Measure 2.0 Develop/ Manage Strategy & Positioning
  7. 7. © 2011 IBM Corporation H3 investigation feeds H2 growth and finally H1 exploitation
  8. 8. © 2011 IBM Corporation EBO investment decision criteria should evaluate market, technology, business, and organization attractiveness Organization Attractiveness (%) IBM Strategy Fit EBO Strategy Fit Core Competencies/Skills Technology Innovator Capability Business Unit Receptivity Market Attractiveness (%) Market Size Market Trends Customer Pull Competitive Position Strategic Control Points Business Attractiveness (%) Business Model (Value Chain) Differential Advantage / Value Proposition Value Capture/Profit Model "Game Changer" Potential Market Timing Technology Attractiveness (%) Technology Maturity Technology Trends Standards & Architectures Intellectual Property Solution Positioning Source: Compilation of IBM's EBO Community of Practice ideas and practices % weighting may be applied, if needed Example
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  10. 10. © 2011 IBM Corporation Innovation @ IBM
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  13. 13. © 2011 IBM Corporation Socially synergistic enterprise solutions let businesses and other organizations combine people, data, and analytics in new ways to achieve revenue growth, discover opportunities, enhance customer and partner relationships, improve resiliency and efficiency, and achieve improved outcomes. These solutions will be facilitated by a framework and consumable components to effectively integrate computation with human cognition and action. Socially Synergistic Enterprise Solutions: The Human Side of the Smarter Planet
  14. 14. © 2011 IBM Corporation Convergence of Social and Analytic Technologies Transform the Way Businesses Operate Socially Synergistic Enterprise Solutions New top-line opportunities, better relationships with customers and partners, enhanced talent pool, increased resiliency and efficiency Data  Data aggregation  Smart filtering  Meaning extraction  Consumable analytics  Process orchestration  Stream processing Analytics  Customer Sentiment  Unmet Needs  Talent Discovery  Reasoning and Decision Support  Crowdsensing, Crowdsourcing  Teaming, Incentives, Motivation Society Organizations Teams Individuals Social Social Data from and about People Physical Sensors & Streams Enterprise Business Process Transformation
  15. 15. © 2011 IBM Corporation Adoption of Social Tools is Increasing Rapidly Public Companies plan to increase spending on social despite recession Growth in Adult Usage of Social Network Sites, 2005-2009 Enterprise Fortune Global 100 Companies Companies with ... 65% 54% 50% 33% Twitter Accounts Facebook Fan Pages YouTube Channels Corporate Blogs Twitter Accounts 65% 72% 71% 40% 67% Total US Europe Asia LatAm Facebook Fan Pages 54% 69% 52% 40% 33% Total US Europe Asia LatAm 50% 59% 52% 35% 33% Total US Europe Asia LatAm YouTube Accounts US Mobile Subscribers Accessing Social Sites Source:Burston-Marsteller Jan-09 Jan-10 Change Facebook 11,874 25,137 112% MySpace 12,338 11,439 -7% Twitter 1,051 4,700 347% (Thousands) Source:comScore MobiLens
  16. 16. © 2011 IBM Corporation16 Social Technologies Used in Point Processes Social network-based advertising achieved 70% ROI, outpacing TV and Online marketing Social computing and community forums lower customer and partner support costs. One question viewed 37k times, saving ~$70k. Location based social incentives Automotive industry exploring integrating social capabilities to enhance car experience Sold 2.5 million kits leveraging social and game techniques Integrated OfferingIntegrated Offering Crowdsourcing new features. Reports $3M in revenue using Twitter to notify customers of deals Marketing, Promotion Crowdsourcing new product and promotion ideas increases customer loyalty MarketingMarketing Connections-based employee social collaboration with over 500 cross-silo communities. One generated 118 ideas being implemented. Internal Promotion Support Promotion Listening to buzz on Youtube and Facebook led to creation of High Fructose Corn Syrup-free Hunts Ketchup
  17. 17. © 2011 IBM Corporation Issue discovered in enterprise sales and market-basket data Losing share to a competitor in a key market Correlation and analysis of external (message boards, blogs, newsfeeds, tweets) and internal (customer calls, sales, ad spend, KPIs, etc.) to identify root cause topic identification sentiment and brand association analysis 100000+ discussio n forums 30,000+ news feeds 2 billion+ blog postings twitter activity IBM DIFFERENTIATOR: Ability to integrate and analyze internal enterprise and external data. Marketing Managers and other employees diagnose issue, develop solutions, make go/no -go decisions. Collaborative Reasoning decision tools structure process, populate with relevant data, support what-if predictive analyses. Question arises on whether shelf placement has changed. Query broadcast to supermarket field reps to crowdsource quick response, which is automatically tabulated, comments analyzed, insights extracted and fed back into decision space. Customer Care and Insight Transforming how a Company Manages its Brands Large consumer product company
  18. 18. © 2011 IBM Corporation Branch office Web IVRCall Center Enterprise products and services Unstructured Call logs, Transcripts Emails, Surveys Self Service Agent Structured Customer/Product Transaction Data Structured Agent Data  Customer Intelligence  Process Understanding  Dissatisfaction Drivers  Sales Drivers  Agent Performance Enterprise Contact Points Customer Data Analytics Insights Integrate and Analyze Structured and Unstructured Data “… helped us improve our operational efficiency and customer satisfaction. This enables us to take swift pro-active mitigation action to improve the customer’s satisfaction and help our client retain the customer… “ Suppiah Karuppiah, Director and Senior PE, GM Cars Account “…given us a tremendous differentiation in the market place to realize significant business impact. This really provides us an edge over many of our competitors who simply don‘t have the technology to deal with unstructured data..” Bill Payne, VP, CRM and Industries, GPS Research Asset: Voice of the Customer Analytics Managed Service Providing Actionable Marketing Insights
  19. 19. © 2011 IBM Corporation Prototype: used at Lotusphere, USAID WorldJam, IOD, VizWeek 2010, etc. Current Project: Visual Backchannel Monitoring Twitter activity Trending terms on twitter fed to internal analytics to recognize problem and automatically create team for quick action
  20. 20. © 2011 IBM Corporation Development Goals 1. Project needs talent 2. Determine best mode of work: individual, team, crowdsource 3. Find best available people and teams based on range of organizational and personal goals and context skills performance in similar projects who has worked well with whom personal development goals experience motivations and incentives interests organizational future needs and development goals Social Analysis Collaboration logs Outcome Repositories Skill Modeling Workforce Optimization Transforming how IBM Optimizes its Services Workforce 4. Orchestrate, support and analyze tacit work Collaborative Supply and Demand Prediction Developing Talent Grow employees through traditional and collaborative learning and development Sourcing Talent Find and acquire talent in the right place and time to meet business objectives Retaining Talent Retain desired talent through innovative performance and compensation initiatives Managing Workforce Improve workforce productivity & efficiency
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