Virtual Collaboration: Insights from IBM Jeanne Murray Program Manager, Social Software Programs & Enablement IBM Software...
Agenda <ul><li>Setting the stage : IBM’s worldwide business </li></ul><ul><li>Industry direction : What CEOs are saying  <...
The need for working smarter…    supported by flexible and dynamic processes…   modeled for the new way people live and wo...
 
Making sense of the new world – Critical questions for software Smart Work Green & Beyond  New Intelligence I Need Insight...
IBM Software Group Portfolio Information On Demand  to unlock the  business value of information  for competitive advantag...
Gold Coast  Sydney  Canberra Singapore Perth Yamato India Bangalore Pune Hyderabad Gurgaon China Beijing, Shanghai Taiwan ...
Flexible work culture <ul><li>More than 40% of IBMers regularly work away from traditional IBM offices </li></ul><ul><ul><...
Transforming “Work/Life Balance” to “Work/Life Integration” Evolving family and social structures drive employee needs, pe...
The multigenerational workforce Today’s workforce represents employees spanning 60 years in age Source: “The Multi-Generat...
Agenda <ul><li>Setting the stage: IBM’s worldwide business </li></ul><ul><li>Industry direction : What CEOs are saying  </...
The Enterprise of the Future is … 2008 IBM Global CEO Study The Enterprise of the Future Globally integrated 3 Hungry for ...
Changes in business, technology, and global markets www.ibm.com/enterpriseofthefuture
CEOs are positioning their businesses to capture growth opportunities  <ul><li>Organizations are bombarded by change, and ...
Agenda <ul><li>Setting the stage: IBM’s worldwide business </li></ul><ul><li>Industry direction: What CEOs are saying   </...
Virtual teaming in IBM Enabling people to work smarter together Unlocking innovation through broad participation Fostering...
Software development and delivery <ul><li>Global, collaborative approach to iterative development </li></ul><ul><ul><li>Sh...
Internal collaboration: 24x7 global project execution <ul><li>Real-time communication </li></ul><ul><ul><li>Instant messag...
Communities
Social bookmarking
IBM Collaboration  <ul><li>Collaboration 2.0 available  </li></ul><ul><li>Profile : 515k profiles on bluepages; 6.4M+ sear...
Internal collaboration: no travel, no F2F meetings <ul><li>Annual meeting of 350 top technologists in the company  </li></...
Gaining value from the social network <ul><li>A social network is a network of people </li></ul><ul><li>But it is not abou...
How are people connected? <ul><li>Retrieving and sharing social network data, and aggregating it across applications </li>...
Finding expertise in the network
Social paths help broaden reach
Visualization aids understanding
Typical IBMers <ul><li>Located in Australia </li></ul><ul><li>Managing consultant </li></ul><ul><li>Found IBM mentors in S...
External collaboration: business brainstorming  <ul><li>InnovationJam2008:  </li></ul><ul><ul><li>Advance the vision of th...
External collaboration: building community http://www.ibm.com/developerworks/spaces/cloud
External collaboration: LotusLive for customers, partners, IBM employees www.lotuslive.com
External collaboration: asking customers for input
IBM Corporate Service Corps <ul><li>A growing need for new leadership required by the globally integrated enterprise   </l...
Agenda <ul><li>Setting the stage: IBM’s worldwide business </li></ul><ul><li>Industry direction: What CEOs are saying   </...
Lessons learned from virtual teaming <ul><li>Virtual meetings have new norms </li></ul><ul><ul><li>Preparation, attentiven...
Insights gained from virtual teaming <ul><li>Cultural and language differences </li></ul><ul><ul><li>Do your homework re: ...
Value from virtual teaming <ul><li>Business opportunity </li></ul><ul><ul><li>Value from openness and transparency </li></...
Fostering collaboration in IBM <ul><li>Identify use cases, best practices and tools – by role, by task </li></ul><ul><li>M...
Enablement Approach Live Sessions Community Driven Integrated with  Existing Tools <ul><li>Create and implement training p...
The “Ladder” of Social Software Adoption
Lessons learned in enterprise social software adoption <ul><li>What Works: </li></ul><ul><li>Lead with  use cases and succ...
 
 
© Copyright IBM Corporation 2009 IBM Software Group Route 100 Somers, NY 10589 Produced in the United States of America Al...
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Virtual Collaboration Insights From Ibm March24

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Virtual teaming is the “new normal” in global workplaces. The business imperatives for this go beyond merely a need to tap into global labor – the imperatives are in the need for businesses to build, sell, and succeed in the global economy. This presentation relates the business imperatives to the actions teams are taking to work successfully in virtual teams, and was developed as a guest lecture for an audience of MBA students.

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  • Using Next Generation Technologies for Virtual Collaboration: Insights from IBM. How IBM leverages social software and Web 2.0 to collaborate in virtual teams
  • Virtual Collaboration Insights From Ibm March24

    1. 1. Virtual Collaboration: Insights from IBM Jeanne Murray Program Manager, Social Software Programs & Enablement IBM Software Group [email_address] Presentation to UNC Kenan-Flagler Business School, Effective Virtual Teams (MBA 728A), Dr. Arv Malhotra Virtual teaming is the “new normal” in global workplaces. The business imperatives for this go beyond merely a need to tap into global labor – the imperatives are in the need for businesses to build, sell, and succeed in the global economy. This presentation relates the business imperatives to the actions teams are taking to work successfully in virtual teams, and was developed as a guest lecture for an audience of MBA students.
    2. 2. Agenda <ul><li>Setting the stage : IBM’s worldwide business </li></ul><ul><li>Industry direction : What CEOs are saying </li></ul><ul><li>IBM virtual teams : How work is changing </li></ul><ul><li>Observations : How virtual teaming makes a difference </li></ul>
    3. 3. The need for working smarter… supported by flexible and dynamic processes… modeled for the new way people live and work ECONOMIC PRESSURES Increasing strains on the global economy are galvanizing leadership to build visibility and control into their business models to mitigate risk and optimize profit. GLOBAL COMPETITION In a global economy, intense competitive pressure is driving more efficient markets. To stay ahead, businesses will need to build more agile models and be the first to seize golden opportunities . THE DEMANDING CONSUMER Customer expectations have never been higher. By figuring out exactly what people want, companies are tapping into hidden opportunities and rolling out innovative products and services. IT INTEGRATION Breakthrough applications like Cloud and Web 2.0 are empowering the business user, driving the convergence of business and IT, and blurring the lines between companies and their customers.
    4. 5. Making sense of the new world – Critical questions for software Smart Work Green & Beyond New Intelligence I Need Insight I Need to Work Smart I Need Efficiency Dynamic Infrastructure I need to respond quickly taking advantage of a wealth of information modeled for the new way people buy, live & work As dynamic as today’s business climate driving greater efficiencies, competing more effectively “ Data is exploding and it’s in silos” “ New business & process demands ” “ Our resources are limited” “ My infrastructure is inflexible and costly”
    5. 6. IBM Software Group Portfolio Information On Demand to unlock the business value of information for competitive advantage and establish information agenda for smarter business outcomes Next Generation Collaboration to unlock the value in the expertise of people to drive efficiency, deepen relationships, embrace change, and foster innovation. Service Management to enable innovation by reducing operational labor, improving asset productivity and quality of service Software Lifecycle Management to better govern the business process of software and systems delivery , enabling innovation at lower cost Business Process Flexibility to develop and rapidly deploy innovative business models with flexible, optimized processes open IT architectural foundation built on SOA
    6. 7. Gold Coast Sydney Canberra Singapore Perth Yamato India Bangalore Pune Hyderabad Gurgaon China Beijing, Shanghai Taiwan Cairo Dublin Haifa Canada Rome Paris Staines Hursley Boeblingen Krakow United States California Massachusetts Minnesota New York North Carolina Texas IBM’s Globally Integrated Team Major R&D Locations <ul><li>350,000 + IBM Employees Worldwide </li></ul><ul><li>30,000 + Developers </li></ul><ul><li>100,000 + Sales, Support & Marketing </li></ul><ul><li>170 countries </li></ul>50,000+ SW Employees Worldwide 30,000+ SW Partners 50+ Acquisitions since 2000 Brazil Malaysia
    7. 8. Flexible work culture <ul><li>More than 40% of IBMers regularly work away from traditional IBM offices </li></ul><ul><ul><li>Work-at-Home, mobile workers, at client sites, in manufacturing settings </li></ul></ul><ul><li>(and those located in traditional offices – are on the phone and in webconferences) </li></ul><ul><li>73% of managers have remote employees </li></ul>
    8. 9. Transforming “Work/Life Balance” to “Work/Life Integration” Evolving family and social structures drive employee needs, perceptions and expectations Global workforce, continuous schedules Ubiquitous low cost technology enables and generates work 24x7x365 from any location Enabling the Global Enterprise
    9. 10. The multigenerational workforce Today’s workforce represents employees spanning 60 years in age Source: “The Multi-Generational Workforce Challenge (2008)”
    10. 11. Agenda <ul><li>Setting the stage: IBM’s worldwide business </li></ul><ul><li>Industry direction : What CEOs are saying </li></ul><ul><li>IBM virtual teams: How work is changing </li></ul><ul><li>Observations: How virtual teaming makes a difference </li></ul>
    11. 12. The Enterprise of the Future is … 2008 IBM Global CEO Study The Enterprise of the Future Globally integrated 3 Hungry for change 1 Disruptive by nature 4 Genuine, not just generous 5 Innovative beyond customer imagination 2
    12. 13. Changes in business, technology, and global markets www.ibm.com/enterpriseofthefuture
    13. 14. CEOs are positioning their businesses to capture growth opportunities <ul><li>Organizations are bombarded by change, and many are struggling to keep up . Eight out of ten CEO s see significant change ahead, and yet the gap between expected change and the ability to manage it has almost tripled since our last Global CEO Study in 2006. </li></ul><ul><li>CEO s view more demanding customers not as a threat, but as an opportunity to differentiate . CEO s are spending more to attract and retain increasingly prosperous, informed and socially aware customers. </li></ul><ul><li>Nearly all CEO s are adapting their business models — two-thirds are implementing extensive innovations . More than 40 percent are changing their enterprise models to be more collaborative. </li></ul><ul><li>CEO s are moving aggressively toward global business designs, deeply changing capabilities and partnering more extensively . CEO s have moved beyond the cliché of globalization, and organizations of all sizes are reconfiguring to take advantage of global integration opportunities. </li></ul><ul><li>Financial outperformers are making bolder plays. These companies anticipate more change, and manage it better. They are also more global in their business designs, partner more extensively and choose more disruptive forms of business model innovation. </li></ul>
    14. 15. Agenda <ul><li>Setting the stage: IBM’s worldwide business </li></ul><ul><li>Industry direction: What CEOs are saying </li></ul><ul><li>IBM virtual teams : How work is changing </li></ul><ul><li>Observations: How virtual teaming makes a difference </li></ul>
    15. 16. Virtual teaming in IBM Enabling people to work smarter together Unlocking innovation through broad participation Fostering deep insightful relationships
    16. 17. Software development and delivery <ul><li>Global, collaborative approach to iterative development </li></ul><ul><ul><li>Sharing code, designs, ideas across software development locations </li></ul></ul><ul><ul><li>Getting it right the first time is impossible – getting it better over time is more practical </li></ul></ul><ul><ul><li>Process is important - but so is trust, confidence, and communication </li></ul></ul><ul><li>Delivering value with speed of execution </li></ul><ul><ul><li>Collect better insight into what customers need </li></ul></ul><ul><ul><li>More successful deployments, supported by labs around the world </li></ul></ul><ul><ul><li>“ The virtual genius” – the cumulative knowledge of many </li></ul></ul><ul><li>Collaboration across the industry </li></ul><ul><ul><li>Open standards, open source, community involvement </li></ul></ul><ul><ul><li>Market input to technologies in development </li></ul></ul><ul><ul><li>Collaboration with customers and partners </li></ul></ul>
    17. 18. Internal collaboration: 24x7 global project execution <ul><li>Real-time communication </li></ul><ul><ul><li>Instant messaging </li></ul></ul><ul><ul><li>Internal “Twitter” </li></ul></ul><ul><ul><li>Web conferencing </li></ul></ul><ul><ul><li>Virtual worlds </li></ul></ul><ul><li>Information repositories </li></ul><ul><ul><li>Document creation and delivery </li></ul></ul><ul><ul><li>Meeting scheduling and management </li></ul></ul><ul><ul><li>Code development and delivery </li></ul></ul><ul><li>Knowledge indexing </li></ul><ul><ul><li>Tagging </li></ul></ul><ul><ul><li>Social bookmarking </li></ul></ul><ul><ul><li>Search </li></ul></ul><ul><li>Employee profiles </li></ul><ul><ul><li>Contact info, org charts </li></ul></ul><ul><ul><li>Project experience, skills </li></ul></ul><ul><ul><li>Networks and interests </li></ul></ul>
    18. 19. Communities
    19. 20. Social bookmarking
    20. 21. IBM Collaboration <ul><li>Collaboration 2.0 available </li></ul><ul><li>Profile : 515k profiles on bluepages; 6.4M+ searches per week </li></ul><ul><li>Communities : 1,800+ online communities w/147k members and 1M+ messages </li></ul><ul><li>WikiCentral : 25K+ wikis with 320K+ unique readers </li></ul><ul><li>BlogCentral : 62k users; 260k entries; 30k tags </li></ul><ul><li>Dogear : 580k bookmarks; 1.4M tags; 20k users </li></ul><ul><li>Activities : 50k activities, 425k entries; 80K users </li></ul><ul><li>Instant Messaging : 4M+ per day </li></ul>Usage <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 in Action at IBM Return on Investment <ul><li>Social software in action at IBM </li></ul>
    21. 22. Internal collaboration: no travel, no F2F meetings <ul><li>Annual meeting of 350 top technologists in the company </li></ul><ul><li>Format: Kickoff video broadcast, followed by a three-day virtual event two weeks later </li></ul><ul><li>72 hour world calendar of activities </li></ul><ul><ul><li>Community environment with chat (one-on-one and group) </li></ul></ul><ul><ul><li>“ miniJam”, resulting in over 2,500 posts. </li></ul></ul><ul><ul><li>Pre-recorded senior executive webcasts </li></ul></ul><ul><ul><li>Poster sessions and discussions in secured areas of Second Life </li></ul></ul><ul><ul><li>Web-based video conferences and breakout sessions using web videoconferencing </li></ul></ul>IBM Academy of Technology – Virtual Annual Meeting
    22. 23. Gaining value from the social network <ul><li>A social network is a network of people </li></ul><ul><li>But it is not about the people themselves … </li></ul><ul><li>The value is in the relationship or tie “between” people – and the reciprocal activity of giving and receiving </li></ul><ul><li>The value is in the weak ties </li></ul>“ enterprises are looking at how they can harness the hierarchy-flattening, information-sharing, teambuilding power of social networks ” (Deloitte)
    23. 24. How are people connected? <ul><li>Retrieving and sharing social network data, and aggregating it across applications </li></ul><ul><li>Who's connected to whom, with what strength, and based on what evidence </li></ul>
    24. 25. Finding expertise in the network
    25. 26. Social paths help broaden reach
    26. 27. Visualization aids understanding
    27. 28. Typical IBMers <ul><li>Located in Australia </li></ul><ul><li>Managing consultant </li></ul><ul><li>Found IBM mentors in Spain, the UK, New York </li></ul><ul><li>Located in Gran Canaria, Spain </li></ul><ul><li>Social computing evangelist </li></ul><ul><li>“ Knowledge shared is power” </li></ul><ul><li>Located in RTP </li></ul><ul><li>Vice president, marketing </li></ul><ul><li>Leads by influence across the matrix; “sharing creates weak ties you can build on” </li></ul>
    28. 29. External collaboration: business brainstorming <ul><li>InnovationJam2008: </li></ul><ul><ul><li>Advance the vision of the CEO Study, &quot;The Enterprise of the Future” </li></ul></ul><ul><ul><li>Engage anyone and everyone in organizations, surfacing ideas to improve business </li></ul></ul><ul><li>InnovationJam2008 – facts: </li></ul><ul><ul><li>90-hours </li></ul></ul><ul><ul><li>90,000 log-ins; 32,000 posts </li></ul></ul><ul><ul><li>1,000 companies across 20 industries </li></ul></ul><ul><ul><li>Jammers read through roughly 1.5 million pages </li></ul></ul><ul><ul><li>The average Jammer read 76 pages and spent just under two hours in the Jam, returning to the Jam on average eight times </li></ul></ul><ul><li>Making sense of it all: insights distilled using text-mining and analytic technologies from IBM Research </li></ul>http://www.ibm.com/ibm/jam/
    29. 30. External collaboration: building community http://www.ibm.com/developerworks/spaces/cloud
    30. 31. External collaboration: LotusLive for customers, partners, IBM employees www.lotuslive.com
    31. 32. External collaboration: asking customers for input
    32. 33. IBM Corporate Service Corps <ul><li>A growing need for new leadership required by the globally integrated enterprise  </li></ul>“ Leaders must be culturally aware, understand growth markets and understand the link between social responsibility, community service and business strategy ” Stan Litow, IBM vice president, Corporate Citizenship & Corporate Affairs
    33. 34. Agenda <ul><li>Setting the stage: IBM’s worldwide business </li></ul><ul><li>Industry direction: What CEOs are saying </li></ul><ul><li>IBM virtual teams: How work is changing </li></ul><ul><li>Observations : How virtual teaming makes a difference </li></ul>
    34. 35. Lessons learned from virtual teaming <ul><li>Virtual meetings have new norms </li></ul><ul><ul><li>Preparation, attentiveness, effectiveness </li></ul></ul><ul><ul><li>“ sorry, I was on mute” </li></ul></ul><ul><li>Relationships are vital </li></ul><ul><ul><li>Sharing is among people </li></ul></ul><ul><ul><li>Participate! </li></ul></ul><ul><li>Serendipity can have purpose </li></ul><ul><ul><li>Mindful sharing and communication </li></ul></ul><ul><ul><li>Accumulated value </li></ul></ul>
    35. 36. Insights gained from virtual teaming <ul><li>Cultural and language differences </li></ul><ul><ul><li>Do your homework re: cultural communication </li></ul></ul><ul><ul><li>Put it in writing </li></ul></ul><ul><li>Reputation and trust </li></ul><ul><ul><li>Based on all interactions in the network </li></ul></ul><ul><ul><li>Noise versus meaningful contributions </li></ul></ul><ul><li>Expectations </li></ul><ul><ul><li>Clarity is vital: goals, roles, availability </li></ul></ul><ul><ul><li>Team norms </li></ul></ul><ul><li>Technology </li></ul><ul><ul><li>The great enabler / the great inhibitor </li></ul></ul><ul><ul><li>Readiness levels and tools enablement </li></ul></ul>
    36. 37. Value from virtual teaming <ul><li>Business opportunity </li></ul><ul><ul><li>Value from openness and transparency </li></ul></ul><ul><ul><li>Surfacing skills and knowledge </li></ul></ul><ul><li>Organizational effectiveness </li></ul><ul><ul><li>The best skills on the job </li></ul></ul><ul><ul><li>Process revealed </li></ul></ul><ul><li>Personal flexibility </li></ul><ul><ul><li>Work from anywhere </li></ul></ul><ul><ul><li>Growth opportunities available </li></ul></ul>
    37. 38. Fostering collaboration in IBM <ul><li>Identify use cases, best practices and tools – by role, by task </li></ul><ul><li>Make it easy to get started </li></ul><ul><ul><li>Share tools, enablement materials, best practices </li></ul></ul><ul><li>Generate “buzz” </li></ul><ul><ul><li>Share the vision </li></ul></ul><ul><ul><li>Communicate success stories </li></ul></ul><ul><li>Tap key influencers as early adopters </li></ul><ul><ul><li>Grassroots evangelism </li></ul></ul>Drive change tops down, bottoms up, sideways….encourage experimentation
    38. 39. Enablement Approach Live Sessions Community Driven Integrated with Existing Tools <ul><li>Create and implement training programs as well as ad-hoc support </li></ul><ul><li>Recruit and Enable BlueIQ Ambassadors (600+ worldwide) </li></ul><ul><li>Reverse mentoring of senior leaders </li></ul><ul><li>Share metrics and Success Stories </li></ul><ul><li>Reward contributions </li></ul>On-Demand Self-paced
    39. 40. The “Ladder” of Social Software Adoption
    40. 41. Lessons learned in enterprise social software adoption <ul><li>What Works: </li></ul><ul><li>Lead with use cases and success stories – by role, by task </li></ul><ul><li>Modular enablement – mix and match – lightweight and in multiple formats </li></ul><ul><li>Volunteer ambassadors who are motivated by passion & validation </li></ul><ul><li>Reward systems – formal, informal, fun </li></ul><ul><li>Multiple approaches to experiencing social software </li></ul><ul><ul><li>Injecting social software into existing tooling as well as using new </li></ul></ul><ul><ul><li>Emphasizing all levels of participation (ref: Forrester Ladder) </li></ul></ul><ul><li>What Does Not Work: </li></ul><ul><li>Leading with tools discussion – instead relate to user tasks </li></ul><ul><li>Evangelizing without context – instead use use cases and success stories by role </li></ul><ul><li>Living in the echo chamber – recognize what's not “obvious” knowledge to the audience </li></ul><ul><li>Forgetting there's no clean slate – approach must accommodate multiplicity </li></ul>
    41. 44. © Copyright IBM Corporation 2009 IBM Software Group Route 100 Somers, NY 10589 Produced in the United States of America All Rights Reserved IBM, the IBM logo, Lotus, Rational, Tivoli and WebSphere are trademarks or registered Trademarks of International Business Machines Corporation in the United States, other countries or both. Other company, product or service names may be trademarks or service marks of others. 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. Offerings are subject to change, extension or withdrawal without notice. All statements regarding IBM future direction or intent are subject to change or withdrawal without notice and represent goals and objectives only.

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