Knowledge sharing client facing - Social Business IBM Business Connect Qatar


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Knowledge sharing client facing - Social Business IBM Business Connect Qatar

  1. 1. © 2013 IBM Corporation What do you know? The importance of sharing knowledge in your organization Phillip de Ridder
  2. 2. © 2013 IBM Corporation2 Imagine this… This afternoon everyone in your company walks out the door…never to return…including you. Would your company be able to survive?
  3. 3. © 2013 IBM Corporation3 When a person leaves your company, What knowledge do they leave behind? And where is it?
  4. 4. © 2013 IBM Corporation4 Where does your company “knowledge” reside? How do people get to it? How do people leverage it?
  5. 5. © 2013 IBM Corporation5 Everyday a person in your company… will discover a new and more effective way of doing business. What are the chances others could benefit from this new way?
  6. 6. © 2013 IBM Corporation6 Everyday a person in your company… will find an answer to a business problem they’ve been struggling with. What are the chances others are struggling with the same problem?
  7. 7. © 2013 IBM Corporation7 Everyday a person in your company… will create something unique, a process, a macro, a shortcut… that will help them be more effective in their work. What are the chances others could leverage that creation?
  8. 8. © 2013 IBM Corporation8 Yet…everyday a person in your company… will spend numerous hours looking for just the right document that contains the credible information they need.
  9. 9. © 2013 IBM Corporation9 Yet…everyday a person in your company… will spend countless hours in meetings and on conference calls just to gain mere minutes of value or insight
  10. 10. © 2013 IBM Corporation10 Yet…everyday a person in your company… will broadcast emails to numerous people with the slight hope that someone might hear their cry for help and be able to assist.
  11. 11. © 2013 IBM Corporation11 Good news! There is a better way! A way business people around the world are sharing knowledge
  12. 12. © 2013 IBM Corporation12 Imagine this… The 3rd largest building materials company in the world with 47,000 employees in 50 countries. Introduced a social business, knowledge sharing project – SHIFT. Sharing knowledge led to new best practices and process, implemented in 1/3 of the time it used to take.
  13. 13. © 2013 IBM Corporation13 Imagine this… A premier railroad franchise based in the United States structures its disparate knowledge artifacts into a managed repository and leverages social business to access and leverage case files. Knowledge sharing helped the company produce litigation information in a timely, low cost manner, working to make e-discovery a better situation.
  14. 14. © 2013 IBM Corporation14 Imagine this… a family of mutual property and casualty insurance companies that wanted to break down the silos that had developed in their company and within their independent agency force. Sharing knowledge, they were able to increase revenue from $65M to $110M using 1/3 less resources.
  15. 15. © 2013 IBM Corporation15 Imagine this… a global industrial automation device company that wanted to use their collective knowledge better, to remove geographical barriers to let knowledge flow Now people searching for specific information can now access and leverage content as well as the personal experiences of others... to deliver a better product to the customer.
  16. 16. © 2013 IBM Corporation16 Just imagine what you could do with your knowledge…
  17. 17. © 2013 IBM Corporation17 through open communiciations from knowledge transactions to knowledge relationships 1 Open conversations to provide transparency and leverage the views and opinions of others Q? A! Only 2 people benefit from this conversation Q&A Microblogging Social Mail Forums Bookmarks Wikis Blogs Everyone is able to benefit from this conversation 2 Leverage social by incorporating it into all of your communications channels. Don’t add social as a separate communication app…make your communication apps social. +++ =Meetings Mail Messages Social Confusion Social Mail Social Meetings Social Messages =Success
  18. 18. © 2013 IBM Corporation18 through open sharing from knowledge in folders to knowledge in action 1 Move from a knowledge model focused on the creations (files in containers), to one focused on the creators (your knowledge workers) 2 Identify and leverage the credible knowledge by integrating social (people) with your knowledge (content) repositories Knowledge stored in silos is hard to find, duplicated and often out of date With open sharing based on social, find the knowledge source and you find their knowledge Which one should I use? Knowing who created the content and who has used and “liked” it makes it much easier to find credible knowledge Conventional knowledge search methods can find potential knowledge, but it does little in identifying the “best” fit
  19. 19. © 2013 IBM Corporation19 through open gatherings from closed meetings to knowledgeable active communities 1 Keep interested parties engaged and updated through social networks and communities built around specific knowledge and interests 2 Leverage these communities and networks as the “go to” place for subject matter expertise and discussionsHuman Resources Government Sales Eating Healthy Support Store Managers
  20. 20. © 2013 IBM Corporation20 We can help you realize what you can imagine #1 IDC named IBM #1 in Enterprise Social Software for the 4th consecutive year 60% A growing majority of the Fortune 100 use IBM social business software 400,000+ 400k+ IBMers use the company’s social platform to connect and collaborate
  21. 21. © 2013 IBM Corporation21 Ideas? Questions? Comments?
  22. 22. © 2013 IBM Corporation22 I look forward to working with you Phillip de Ridder TitleSocial Software Solutions Architect Software Group IBM Middle East & Africa @phidzo
  23. 23. © 2013 IBM Corporation23 © IBM Corporation 2013. All Rights Reserved. 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 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. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both. All references to Renovations refer to a fictitious company and are used for illustration purposes only.