Pam Chandor – Global Director, Social Business21 September 2011Social Business:The Next Era of Business                   ...
Traditional roles and processes across the business network arechanging    Customers    Unlimited real-time access    to e...
As a result, the enterprise itself is changing forever              Talent as a cloud              Digital reputation an...
A 5th wave of IT-enabled business transformationis emerging: Social Business                                              ...
Social Media vs. Social Business      Social Media            Social Business                                     Nimble  ...
...with “Social Business” Being Driven By Corporate Objectives“We have to enhance the horizontalcommunication and integrat...
A foundational set of capabilities are enabling social business     Reach people where                               Enabl...
Social Business strategic technologies    Reach:                               Engage:    Social networks                 ...
Socially enabling business processes                                                           A Social Business          ...
Socially business examples      A Social Business                              Connecting 20,000+ consultants to staff    ...
11
IBM Social Mobile Interactive access increases adoption 100k mobile devices in use at IBMtoday        •65k Smartphones and...
Engage through ExperiencesWhat is an Exceptional Experience      The Usage Life Cycle                                     ...
IBM Exceptional Web Experience Strategy         User Expectations Define the Experience              People - not technol...
IBM Customer Experience Suite     Reach                                                           Cloud      Socialize + I...
The IBM Social Business Framework     Enabling exceptional experiences      Designed to enable IBM Partners to capitalize...
A Social Business Framework will allow the deployment of business     transformation level solutions       Entry       Cus...
Traditional Solutions are significantly limitedAn example: Sales Force Automation                                         ...
Social Business Solutions drive better business resultsSales force automation that helps sellers sell                     ...
Social Business disrupts the Business Solution Market                                                                     ...
Common characteristics are emerging from those making     the most progress                                  Be willing to...
Social Business Adoption Advocates                                     22
Start your Social Business journey today     Next Steps:      Assess Your Organization: Take the IBM Collaboration Assess...
Legal Disclaimer•   © IBM Corporation 2011. All Rights Reserved.•   The information contained in this publication is provi...
Sb Overview Gartner Pcc Sept 2011
Upcoming SlideShare
Loading in …5
×

Sb Overview Gartner Pcc Sept 2011

575 views

Published on

IBM Social Business strategy and directions from Gartner PCC conference 21-Sep-2011

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
575
On SlideShare
0
From Embeds
0
Number of Embeds
18
Actions
Shares
0
Downloads
12
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Sb Overview Gartner Pcc Sept 2011

  1. 1. Pam Chandor – Global Director, Social Business21 September 2011Social Business:The Next Era of Business © 2011 IBM Corporation
  2. 2. Traditional roles and processes across the business network arechanging Customers Unlimited real-time access to ever-changing information and expertise Employees Engaging externally in ways that are outside the traditional Partners scope of work Acting as an extension of the enterprise Competitors Entering new spaces quickly with new models and low barriers to entry2 © 2011 IBM Corporation
  3. 3. As a result, the enterprise itself is changing forever  Talent as a cloud  Digital reputation and individual brands  Leadership by connections  Real-time teams  Collective intelligence3 © 2011 IBM Corporation
  4. 4. A 5th wave of IT-enabled business transformationis emerging: Social Business Social Internet PCs DepartmentalMainframe4 © 2011 IBM Corporation
  5. 5. Social Media vs. Social Business Social Media Social Business Nimble E nga ge d T ra ns pa re nt Primarily marketing Encompasses and PR organization and business processes5 © 2011 IBM Corporation 5
  6. 6. ...with “Social Business” Being Driven By Corporate Objectives“We have to enhance the horizontalcommunication and integrate data to removethe barriers across silos in my company.”Masahiko Kon, Director of Finance/IT/GA,Sumitomo 3M Limited “For CIOs in top-performing Expand mandate organizations, collaboration and integration are especially important... Advanced collaboration suites with an array of functions — wikis, blogs, file repositories, event calendars, discussion boards, image and video galleries, collaboration spaces and others — are critical enablers...”“Internal collaboration is a must, culturalissues have to be addressed, and knowledgehas to be shared and used”Banking CIO in India “CIOs are providing tools that enhance internal communications, such as real-time message exchange, company blogs and other types of6 electronic and mobile collaboration.” © 2011 IBM Corporation Source: The Essential CIO: Insights from the 2011 IBM Global
  7. 7. A foundational set of capabilities are enabling social business Reach people where Enable people to they live and work engage productively in a business context Use identities on consumer, b2b, and corporate social networks Develop personal insights and collective intelligence Communicate through the associated channels Monitor and analyze Integrate social social data to discover engagement and social new business insights intelligence into business processes Analyze identities, social graphs, communication Act on new opportunities, make channels, and social content better decisions, and optimize processes in real time Identify opportunities, problems, solutions, valuations, etc. Govern and manage risk7 © 2011 IBM Corporation
  8. 8. Social Business strategic technologies Reach: Engage: Social networks Engagement applications Identity systems Social connectors Communication channels Content services Discover: Integrate: Social analytics Process management Social monitoring Information integration Optimization Governance, risk and security solutions Solution lifecycle management8 © 2011 IBM Corporation
  9. 9. Socially enabling business processes A Social Business Harvests insights from networks of A Traditional Business people to create value Knowledge silos,Human Resources Builds trusted relationships and ineffectiveness brand advocacy Push marketing, controlMarketing /Customer Experience Sell effectively, grow the business Unclear view of customer, limitedSales avenues Shares insights to generate breakthrough ideas and speeds time to marketProduct & Service Linear, unclear view ofInnovation needs Strengthen controls, increase transparency, reduce exposureGovernance, Risk &Compliance Opaque, uncontrolled9 © 2011 IBM Corporation
  10. 10. Socially business examples A Social Business Connecting 20,000+ consultants to staff new projects faster and realize startup cost savingsHuman Resources Promoting brand identify to turn customers into advocates and expand your reachMarketing Connecting employees and customers socially to find answers for customers in real timeCustomerExperience Harnessing social networks that are accelerating new product development from 12 months to 4 monthsProduct & ServiceInnovation10 © 2011 IBM Corporation
  11. 11. 11
  12. 12. IBM Social Mobile Interactive access increases adoption 100k mobile devices in use at IBMtoday •65k Smartphones and Tablets •35k Blackberry IBM CIO Office study: •Mobile access increases sales productivity by 11 hours per opportunity! Estimated 3 year ROI of 195% 2015 goals: •500k users •80% of all enterprise capabilities accessible from mobile devices12 © 2011 IBM Corporation 12
  13. 13. Engage through ExperiencesWhat is an Exceptional Experience The Usage Life Cycle Engagement 1st Time Regular Passionate Unaware Interested Participant Participant Participant Source: “Designing for the Social Web” by Joshua Porter Consumption Integrated: Consistent online and offline Interactive: Gaming, Video Mobile, Virtual Gifting Identifying: Personalized, knowledge of you13 © 2011 IBM Corporation 13
  14. 14. IBM Exceptional Web Experience Strategy User Expectations Define the Experience  People - not technology - are the center focal point of an exceptional experience  People – whether internal or external users – have certain expectations for online experiences  Capabilities are employed as necessary to help achieve experiences that meet/exceed the expectations of the intended user(s) – many entry points14 © 2011 IBM Corporation
  15. 15. IBM Customer Experience Suite Reach Cloud Socialize + Interact Tagging, Rating, Blogs, Wikis, Instant User Communities Search Commenting Forums Messaging Customization Create Target Optimize Web Personalization Real-time Analytics-enabled Rich Media RIA Visualizations Content Device Optimization Campaigns Widgets & Social Search Engine Optimization Mashups Feeds Portlets Catalog Recommendations A/B + Multi-variate Foundational Services Role, Profile, Content Globalization / Integration Site Management Security Doc Mgt & Segment Mgt Workflow Localization Enterprise application Personal & Cloud, Web, REST,15 sources Departmental ATOM, RSS, Widgets © 2011 IBM Corporation
  16. 16. The IBM Social Business Framework Enabling exceptional experiences  Designed to enable IBM Partners to capitalize on Social Business opportunities, building on existing investments in technologies and skills Solutions differentiated by...  The ability to integrate industry-leading capabilities in business analytics, enterprise content management, commerce, and others  Exceptional user experiences  Unmatched social collaboration capabilities  An open web architecture that protects customer investments IBM Social Business Framework A modular and open set of capabilities that accelerate the development of advanced Social Business solutions16 © 2011 IBM Corporation
  17. 17. A Social Business Framework will allow the deployment of business transformation level solutions Entry Customer Product and Governance Operational Workforce Care and Service Risk and points Insight Efficiency Innovation Optimization Compliance Services Envision Enable Adopt Optimize Software Social Networking Content Analytics Process Management Governance and Lifecycle Systems & Technology Workload-Optimized Systems Open Standards17 © 2011 IBM Corporation
  18. 18. Traditional Solutions are significantly limitedAn example: Sales Force Automation Current SFA Solutions: Value flows to management and Notes finance Sales portal Seller gets information Seller inputs to help them sell from a data into Siebel a large variety of Sametime sources BlueCat (SWG) Cadence Tools Management Finance view Connections pipeline view … but it doesnt really help sellers sell18 © 2011 IBM Corporation
  19. 19. Social Business Solutions drive better business resultsSales force automation that helps sellers sell Built for a mobile workforce Context Adaptive UI – one place... in real time Core value flows to the Salesforce Shared expertise, best Contextual Client practices, presentations, core data sales templates and RFP responses on demand Coordinating Better quality data, resources Performance analytics, Pattern analysis Continual sales efficiency improvement analytics tools Driving real business BI, reports Analytic results insight $230M+ expected benefit @IBM by Activity transparency  Value flows to finance 2014 * and management as a *IBM CIO office estimates $200M benefit by 2015 to freeing up side effect19 © 2011 IBM Corporation sales time, up to $30M in annual cost structure savings; helping to meet GSO $71M cost reduction challenge.
  20. 20. Social Business disrupts the Business Solution Market Disruptors: 1. Social Networking 2. Big data/Analytics 3. Mobile 4. Cloud  Sales pattern reuse  Efficient expertise leverage CRM HCM  Create customer advocates  Dynamic team assembly  Harnessing communities to  Improved retention/ identification of support sales leadership potential  SFA  Engagement, accountability, reputation  Social CRM  Web Experiences Social Business ERP PLM  Collaborative product creation  Coordiation across a business process  Transparency across engineering  Continuous process optimization teams  Error reduction SCM  Accelerated ideation  Flexible relationships20 (Markets first disrupted)  Process coordiation across a supply chain © 2011 IBM Corporation
  21. 21. Common characteristics are emerging from those making the most progress Be willing to experiment Gain business Focus on business sponsorship outcomes Invest in adoption Manage actively21 © 2011 IBM Corporation
  22. 22. Social Business Adoption Advocates 22
  23. 23. Start your Social Business journey today Next Steps:  Assess Your Organization: Take the IBM Collaboration Assessment  Build a Roadmap: Schedule a Social Business Agenda Workshop Get More Information: • Whitepaper: The Social Business, Advent of a New Age • Whitepaper: Forrester Study: Total Economic Impact of IBM Social Collaboration • Video: Business Value of Social Software Get Plugged In: • Register with the IBM Reinventing Relationships Social Media Aggregator • Follow us on Twitter: SocBizAgenda23 © 2011 IBM Corporation
  24. 24. Legal Disclaimer• © IBM Corporation 2011. 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.• If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete: Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the users job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.• If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete: All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.• Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation. 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.• If you reference Adobe® in the text, please mark the first use and include the following; otherwise delete: Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries.• If you reference Java™ in the text, please mark the first use and include the following; otherwise delete: Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.• If you reference Microsoft® and/or Windows® in the text, please mark the first use and include the following, as applicable; otherwise delete: Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.• If you reference Intel® and/or any of the following Intel products in the text, please mark the first use and include those that you use as follows; otherwise delete: Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.• If you reference UNIX® in the text, please mark the first use and include the following; otherwise delete: UNIX is a registered trademark of The Open Group in the United States and other countries.• If you reference Linux® in your presentation, please mark the first use and include the following; otherwise delete: Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others.• If the text/graphics include screenshots, no actual IBM employee names may be used (even your own), if your screenshots include fictitious company names (e.g., Renovations, Zeta Bank, Acme) please update and insert the following; otherwise delete: All references to [insert fictitious company name] refer to a fictitious company and are used for illustration purposes only.

×