Enterprise Social Networking in IBM Ian McNairn – Program Director Web Innovation 26 th  October 2009
Agenda <ul><li>Why  we  need Social Networking </li></ul><ul><li>How we got to where we are now </li></ul><ul><li>Social N...
But first a bit about IBM …. and myself ….
3D What I say Other’s opinions What I’m doing What I seek What I am doing NOW How I have ‘tagged’ myself What others think...
My Bio in a Wordle tagcloud Wordle  is written by Jonathan Feinberg
IBM has a workforce of over 500,000   of whom almost 50% are mobile <ul><li>350K+ employees </li></ul><ul><li>200K+ contra...
What does our working environment look like ? <ul><li>> 90 % Laptops </li></ul><ul><li>100 % Internet access from office <...
Why  we  need Social Networking
The Pace of Technical Innovation is Accelerating Internet 0 25 50 100 125 150 75 Years 0 50 100 Electricity Radio Televisi...
Evolution of  w3.ibm.com ODW Next Self-deployment, Mobility, web 2.0 % stickiness Corporate Communications Common Function...
People  Places  Things &quot;I need someone to explain this to me&quot;  &quot;I need to find information&quot; &quot;We n...
People and Communities   are  the key  …
From  Hierarchies  and  Teams … Reservoir Shapiro Exploration & Production Explorations Williams Drilling Taylor Productio...
How do  you  work? <ul><li>Think about how often you connect to someone to: </li></ul><ul><li>Find information </li></ul><...
Why I use Social Software?  <ul><li>Find experts </li></ul><ul><li>Connect with co-workers </li></ul><ul><li>Re-connect wi...
Social Software is   everywhere Photo credit:  Ian McNairn www.mcnairn.com
Social Networking usage by IBMers Population percentage 2008   < 5 year tenure 20-30 Retirees 10-20 45%   26%  12%  13%  4...
The Benefits of Web2.0 Social Networking <ul><li>For  Individuals , It’s about: </li></ul><ul><li>Being and staying “ in t...
Outside the  Company
Why  run <ul><li>Increase   innovation </li></ul><ul><li>Increase  employee cohesiveness </li></ul><ul><li>Increase  work ...
The security case for Social Software inside the firewall Intranet <----------------Application location-------------> Int...
Inside  the  Organisation
How we got to where we are now
Social Software Tools Landscape
IBM’s internal innovations Communities Blogs Dogear Activities Profiles 1998 2003 2009 Persona  Bluepages Connections Prof...
Social Networking in use in IBM today
Lotus Connections  http://www.ibm.com/software/lotus/products/connections/ Organize your work, plan next steps, and easily...
<ul><li>Depth of insight </li></ul><ul><li>Content </li></ul><ul><li>Status </li></ul><ul><li>Contact </li></ul><ul><li>Ot...
Reputation and meta-data
Making the   Connection 1 step away from a referral 9 steps away – unworkable!
How do you re-discover information?   <ul><li>the problem is …. </li></ul><ul><li>You use multiple PCs </li></ul><ul><li>V...
So how does Social Bookmarking   WORK  ? See public bookmarks  Subscribe to them Be kept informed
How we Social Bookmark from  ANYWHERE
Navigating by tags
 
Search  for an  expert  or a  document
<ul><li>Collaboration 2.0 available to 500K of us </li></ul><ul><li>Homepage:  total number of unique users 38,238 </li></...
www.LotusLive.com
LotusLive
Questions ? [email_address] +44 7980 445749
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Enterprise 2.0 Social Networking In Ibm 20091026 Final

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Why we need Social Networking
Why Enterprise social networking
How we got to where we are now
Social Networking in use in IBM today

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  • The emergence of the globally integrated enterprise has created a new workforce dynamic:  the virtual workplace. As people become less and less likely to work at a single place and time, physical proximity is no longer the dominant organizational metaphor. The paradox is that, even as people become physically separated, the need for collaboration continues to grow -- to increase responsiveness, productivity, and innovation. The number of virtual workers has increased by 800% over the past five years. 1 Between 60% and 70% of employees work in different locations from their bosses. 1 The new generation or employees entering the workforce are familiar with different tools and processes. Knowledge workers can now assemble their own individualized applications. 90% of employees work in locations other than headquarters Pace of innovation has accelerated: Barriers of geography and access have come down Shorter cycle time from invention to market saturation
  • KEY MESSAGE: INNOVATION IS OCCURING AT AN UNPRECEDENTED PACE IN TODAY’S GLOBAL ECONOMY. ONE OF THE REASONS SO MUCH ATTENTION IS BEING PAID TO INNOVATION THESE DAYS IS THAT IT IS OCCURING AT AN INCREASINGLY RAPID PACE. AND, AS THIS CHART ILLUSTRATES, THE FRUITS OF INNOVATION ARE BEING ADOPTED AT AN UNPRECEDENTED PACE AS WELL. WORLD-CHANGING TECHNOLOGIES SUCH AS THE AUTOMOBILE AND THE TELEPHONE TOOK CLOSE TO A CENTURY TO REACH 50 PERCENT MARKET PENETRATION. BUT LOOK AT THE ADOPTION CURVES FOR CELL PHONES, PCS, THE INTERNET – THEY ARE BEING ADOPTED AT THREE, FOUR EVEN FIVE TIMES THAT PACE. AND THEIR QUICK ADOPTION ENABLES OTHER TYPES OF INNOVATION TO OCCUR MORE RAPIDLY, JUST AS THE WIDESPREAD ADOPTION OF EARLIER TECHNOLOGIES SUCH AS THE AUTOMOBILE LED TO THE CREATION OF ENTIRELY NEW INDUSTRIES AND WAYS OF LIVING.
  • we are transforming from a traditional intranet – which is focused primarily on information dissemination to an intranet that becomes an employee’s personal workplace – where they go to perform work and receive content, information and application tailored to their needs.
  • This slide reminds us that social networking is widely used by younger employees, with a significant usage drop off with employees in their early 40s. This is the paradox faced by all enterprises – how to network the loyal, very high value experienced employees who are starting to retire. Sources: IBM population segmentation - Flor Estevez, Corporate Communications (March 2008) Social Network adoption estimate was calculated by projecting Pew Internet &amp; American Life Project survey data (2006, 2007 and 2008) against IBM segment mix (using assumed age estimates). Relative participation was verified against other usage surveys of IT professionals. Social network activity includes sites ranging from Facebook, YouTube, LinkedIn, Orkut, Flickr, Xing, Ning and MySpace.
  • … are significant to the Individual as well as the Organization
  • Enable Innovation Allow users with a common interest to find each other Help users with a common need to share knowledge Enable users with a common goal to work together Speed discovery Surface ideas and opportunities Locate experts and business partners Ease the search for information that users value Execute more effectively Enable effective, goal-oriented virtual teaming Connect related efforts in large organisations Understand the social networks behind the business Connect better with valued communities Grass-roots marketing (get your messages out to your employees) Increase loyalty through online communities (and so retain staff) Generate feedback (and discover what people are really thinking) We also saw a lot of ways that social software can add value to business situations. Clearly, social software can help speed discovery, whether it’s surfacing ideas and opportunities, locating experts, or optimising search to emphasise the information that users value. It can also help people execute more efficiently by enabling teaming across boundaries, by making related efforts visible so they can be connected, and also by making accessible the social networks that really drive the business. Finally, social software is a great technology for connecting people with communities that they value, so that they can promote ideas or products to them, build loyalty through vibrant community experiences, and also get feedback that increases learning.
  • Although Connections shipped in 2007, there has been a long road within IBM towards the development of the various Connections services. Because this talk is about the future and not the past, I’m going to cover this quickly and selectively – I’ll focus on the evolution of Profiles and Activities . Profiles’ history actually goes back much farther than this chart, with our internal directory tool, BluePages having been initially launched in 1998 as IBM’s tool for searching for people, contact information and reporting structure. It has evolved over time to include a great deal of additional information, the most useful and generally applicable of which is seen in Connections. Even today, further research and internal development proceeds with the development of “Fringe,” the next version of BluePages. The Connections team works closely with the CIO team responsible for BluePages and the Research teams responsible for Fringe and other related projects such as Beehive and Sonar towards unifying these capabilities. Within IBM, the BluePages application has about 475,000 records and handles millions of requests daily from both people and applications . Activities’ history is not quite as long, but has evolved through a series of Research projects. The most relevant of these are Activity Explorer and Unified Activity Management. The Development organization, already working on Activity-Centric Computing began on current the codebase within Connections in 2005 , feeding extensively from the learning, the code and the people from these research projects, and the Activities team is still deeply involved with the relevant researchers. A key change took place in 2006 when we went from feeding out from Research to rebasing all Activities-centric projects on the Research team onto the Connections Activities service (which was not yet called Connections). The internal Activities deployment has nearly 35,000 Activities with over a quarter of a million of entries and over 60,000 members . Beyond these, the other services are also extensively used in IBM, with about 900 communities and thousands of groups , over 11,000 blogs and 400,000 social bookmarks with over 1,000,000 tags . Left out: Bluegroups: Group management technology; integrated with email/communities; people versus admins able to manage ACLs Community tools: ST Advanced Community map: Self service model
  • Lets do a quick overview of the existing capabilities in Lotus Connections - Profiles takes a simple and flexibly white pages model and adds collaborative and social capability to find experts, track friends and colleagues and link together the rest of Connections - Communities support grassroots creation of interest groups or other teams and sharing of information among those groups - Blogs allow individuals or groups to share and comment on ideas and expertise - Dogear is a social bookmarking service which makes it easy to find pre-vetted information, browse tags and users and even capture an early view of developing trends - Activities provides lightweight management of collaborative work, allowing you to focus on goals instead of tools - The Homepage, introduced in Connections 2.0, brings together the recent Connections and other content relevant to you in a single, extensible interface. In addition, there are a set of common capabilities across Connections, such as tagging, search, customization, feeds and so on. Connections is also accessible from other products such as Notes, Portal, Quickr and Office. We&apos;re going to talk about and show you the new services in Connections as well as the major enhancements we&apos;re working on.
  • Enterprise 2.0 Social Networking In Ibm 20091026 Final

    1. 1. Enterprise Social Networking in IBM Ian McNairn – Program Director Web Innovation 26 th October 2009
    2. 2. Agenda <ul><li>Why we need Social Networking </li></ul><ul><li>How we got to where we are now </li></ul><ul><li>Social Networking in use in IBM today </li></ul>
    3. 3. But first a bit about IBM …. and myself ….
    4. 4. 3D What I say Other’s opinions What I’m doing What I seek What I am doing NOW How I have ‘tagged’ myself What others think I know about How others have ‘tagged’ me What interests me in other people How I have ‘tagged’ other people What I am researching NOW What pages I have ‘bookmarked’ view of a person Tagging gives you a
    5. 5. My Bio in a Wordle tagcloud Wordle is written by Jonathan Feinberg
    6. 6. IBM has a workforce of over 500,000 of whom almost 50% are mobile <ul><li>350K+ employees </li></ul><ul><li>200K+ contractors </li></ul><ul><li>170 countries </li></ul><ul><li>2,000 locations </li></ul><ul><li>70+ acquisitions since 2002 </li></ul><ul><li>50% < 5 years experience </li></ul>IBM Locations Mobile Employees
    7. 7. What does our working environment look like ? <ul><li>> 90 % Laptops </li></ul><ul><li>100 % Internet access from office </li></ul><ul><li>74 % company mobile phone </li></ul><ul><li>> 40 % in share desk </li></ul><ul><li>73 % managers have “remote employees” </li></ul><ul><li>> 50 % e-learning </li></ul><ul><li>IBM Intranet : 1st information source for IBMers </li></ul><ul><li>> 90 % e-recruiting </li></ul>
    8. 8. Why we need Social Networking
    9. 9. The Pace of Technical Innovation is Accelerating Internet 0 25 50 100 125 150 75 Years 0 50 100 Electricity Radio Television VCR PC Cellular % Penetration Adoption of new technologies are taking hold at double or triple previous rates Automobile Telephone
    10. 10. Evolution of w3.ibm.com ODW Next Self-deployment, Mobility, web 2.0 % stickiness Corporate Communications Common Function Personalization Participation CONSUME CONTRIBUTE 1996 1998 2000 2002 2004 2006 2008 Launch of w3.ibm.com Corporate news and links 17k page views/day Version 2.0 Standard design and navigation 38k page views/day Versions 3 & 4 Bluepages, MyNews, Web tools, Info Central 500k page views/day Versions 5 & 6 Profile, Dynamic Content, Taxonomy, Integrated Search 1m page views/day ODW R1 &R2 Business Portals, Personalization 2m page views/day ?
    11. 11. People Places Things &quot;I need someone to explain this to me&quot; &quot;I need to find information&quot; &quot;We need a place to collaborate&quot; What is the underlying issue ? Tacit Context Explicit
    12. 12. People and Communities are the key …
    13. 13. From Hierarchies and Teams … Reservoir Shapiro Exploration & Production Explorations Williams Drilling Taylor Production Stock Senior Vice President Jones G & G Cohen Petrophysical Cross Production O’Brien Paine Smith Andrews Moore Hughes Miller Ramirez Bell Cole Hussain Kelly Sen Paine Smith Moore Hughes Miller Ramirez Bell Cole Hussain Kelly Sen Cohen Jones Cross Taylor Williams Shapiro O’Brien Stock Andrews Paine Hughes Miller Bell Cole Hussain Cohen Taylor Williams Shapiro Andrews Extended Community who leverage Cole’s knowledge to do their jobs Social Network Analysis … to Networked Communities
    14. 14. How do you work? <ul><li>Think about how often you connect to someone to: </li></ul><ul><li>Find information </li></ul><ul><li>Get an answer to a question </li></ul><ul><li>Ask for advice </li></ul><ul><li>Bounce off an idea </li></ul><ul><li>Get another opinion </li></ul><ul><li>The reality is that: </li></ul><ul><li>There is too much information for us to manage it by ourselves </li></ul><ul><li>Information from people is richer </li></ul><ul><li>We all need to connect and feel connected </li></ul>
    15. 15. Why I use Social Software? <ul><li>Find experts </li></ul><ul><li>Connect with co-workers </li></ul><ul><li>Re-connect with people </li></ul><ul><li>Find information/answers </li></ul><ul><li>Consume expertise/knowledge of others </li></ul><ul><li>Stay informed </li></ul><ul><li>Share information </li></ul><ul><li>Socialize with my co-workers, peers & friends </li></ul><ul><li>Organize myself </li></ul>Photo credit: Ian McNairn www.mcnairn.com Heath McCarthy, IBM Lotus Solutions Architect <ul><li>Find People </li></ul><ul><li>Find Information </li></ul><ul><li>Share </li></ul><ul><li>Socialize </li></ul><ul><li>Market myself </li></ul>
    16. 16. Social Software is everywhere Photo credit: Ian McNairn www.mcnairn.com
    17. 17. Social Networking usage by IBMers Population percentage 2008 < 5 year tenure 20-30 Retirees 10-20 45% 26% 12% 13% 4% Percent of group actively using Social Networks 100 50 25 0 75 5 - 10 30+ 26% of current IBM population ~ 60% of employees are actively using social networking – mostly outside IBM Source: Dave Newbold, IBM DE 2008 estimates for US based population
    18. 18. The Benefits of Web2.0 Social Networking <ul><li>For Individuals , It’s about: </li></ul><ul><li>Being and staying “ in the loop ” </li></ul><ul><li>Being “ top of mind ” for special projects, interesting work (Statistics show that more than 70 percent of jobs are found and filled through networking ) </li></ul><ul><li>Increased visibility, efficiency & productivity </li></ul><ul><li>Improved opportunities to contribute </li></ul><ul><li>Being efficient by tapping into other’s expertise as mentors or consultants </li></ul><ul><li>Innovation through brainstorming and collaboration </li></ul><ul><li>For Organizations , It’s about: </li></ul><ul><li>Improving the productivity of knowledge workers – since their work is highly collaborative and social </li></ul><ul><li>Getting everyone involved in innovation through collaboration </li></ul><ul><li>Making everyone’s talent accessible to the organization </li></ul><ul><li>Improving efficiency by leveraging the expertise of everyone </li></ul><ul><li>Improved social capital </li></ul><ul><li>Creates a dynamic environment that will provide sustainable business advantage through employee satisfaction & retention </li></ul><ul><li>Improves with size </li></ul>
    19. 19. Outside the Company
    20. 20. Why run <ul><li>Increase innovation </li></ul><ul><li>Increase employee cohesiveness </li></ul><ul><li>Increase work quality </li></ul><ul><li>Increase knowledge sharing </li></ul><ul><li>Reduce Risk </li></ul>Social Software internally?
    21. 21. The security case for Social Software inside the firewall Intranet <----------------Application location-------------> Internet Intranet <--------- Access from ----------> Internet No Control Full Control Can I trust my staff not to make mistakes? How much can I safely share? Inside Outside
    22. 22. Inside the Organisation
    23. 23. How we got to where we are now
    24. 24. Social Software Tools Landscape
    25. 25. IBM’s internal innovations Communities Blogs Dogear Activities Profiles 1998 2003 2009 Persona Bluepages Connections Profiles BlueGroups Community tools Community Map Connections Communities BlogCentral Connections Blogs Dogear Connections Dogear Instant Collaboration UAM OpenActivities Connections Activities Activity Explorer Cattail Files Connections Files Beehive
    26. 26. Social Networking in use in IBM today
    27. 27. Lotus Connections http://www.ibm.com/software/lotus/products/connections/ Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster Create wiki spaces for individuals, groups, and communities to coauthor pages. View changes across pages, ratings, and comments. 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 Bookmarking Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertise Activities Profiles Quickly find the people you need by searching across your organization and connecting to others. Microblogging Manage your attention by viewing relevant social data aggregated across your subscriptions, notifications, and network of colleagues. Wikis Files Upload and share any type of file with colleagues and communities. Store versions and view downloads, comments and ratings. All your social software needs ready for business Homepage Microblog your status and collaborate from the homepage as well as the Notes and Sametime Clients
    28. 28. <ul><li>Depth of insight </li></ul><ul><li>Content </li></ul><ul><li>Status </li></ul><ul><li>Contact </li></ul><ul><li>Other (similar) people </li></ul><ul><li>Communities </li></ul>
    29. 29. Reputation and meta-data
    30. 30. Making the Connection 1 step away from a referral 9 steps away – unworkable!
    31. 31. How do you re-discover information? <ul><li>the problem is …. </li></ul><ul><li>You use multiple PCs </li></ul><ul><li>Various browsers </li></ul><ul><ul><li>try synchronising IE, FF, Opera, Safari </li></ul></ul><ul><li>Endlessly long lists </li></ul><ul><li>What hierarchy do you use? </li></ul><ul><ul><li>Lion – Africa/Cat or Cat/Africa or Smoking/Matches </li></ul></ul><ul><li>How do you share them with others? </li></ul><ul><li>How do you keep them current? </li></ul><ul><li>You have to remember which list or browser you saved it into </li></ul>Bookmarking … … Social Bookmarking
    32. 32. So how does Social Bookmarking WORK ? See public bookmarks Subscribe to them Be kept informed
    33. 33. How we Social Bookmark from ANYWHERE
    34. 34. Navigating by tags
    35. 36. Search for an expert or a document
    36. 37. <ul><li>Collaboration 2.0 available to 500K of us </li></ul><ul><li>Homepage: total number of unique users 38,238 </li></ul><ul><li>Profiles: 589,513 profiles; 1m searches per week in BluePages </li></ul><ul><li>Communities: 2,737 public & 1,635 private communities; 116,946 unique members </li></ul><ul><li>Blogs: 17,345 blogs. 153,788 entries with 76,199 users & 37,933 tags </li></ul><ul><li>Bookmarks: 834,595 bookmarks; 2,197,980 tags and 21,085 users </li></ul><ul><li>Activities: 85.780 unique activities; 889,723 unique entries; 126,933 users </li></ul><ul><li>Files: 28,363 number of users; 19,542 uploaded files; 38,951 number of shares </li></ul><ul><li>Wikis: 21,191 users; 2,339 wikis; 215,978 wiki views </li></ul><ul><li>Instant Messaging: 12m per day </li></ul><ul><li>Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year </li></ul><ul><li>$700K savings per month in reduced travel </li></ul><ul><li>Significant reduction in phonemail, email server costs </li></ul>Social Software usage in IBM Return on Investment Source: Gina Poole, IBM SWG VP Social Computing
    37. 38. www.LotusLive.com
    38. 39. LotusLive
    39. 40. Questions ? [email_address] +44 7980 445749

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