The document discusses IBM's approach to enterprise social software, highlighting its role in driving innovation, enhancing productivity, and fostering collaboration among employees. It emphasizes the importance of leveraging social tools to connect employees, share knowledge, and address the challenges of a maturing workforce and a complex global environment. Key components include the use of communities, blogs, and collaboration spaces to facilitate communication, capture expertise, and streamline operations within the organization.

1. IBM: Web 2.0 Goes to Work Social Software Snapshot @ IBM ® Gina Poole VP, IBM Software Group Social Software Programs & Enablement, Software Web Marketing & Commerce October 2008

2. Enterprise social software is about: Driving innovation across the company faster Enabling employees to be more productive, more knowledgeable, faster Harnessing the knowledge of the wise , before they retire Being more responsive to customers, with knowledge from subject experts you may or may not know

3. Insights from CIO Survey Need for Execution Need to Empower Need to Connect 75% of CEOs indicated that collaboration was important to innovation and top source for new ideas To thrive in this environment companies must: incorporate communities into the product development process and execute innovative ideas quickly Rate of Mergers & Acquisitions CEOs: Sources for ideas and innovation Project based environments with more dispersed communities Multi-modes of communicating and working drive the need for simpler ways to structure work activities and share information Workforce Mobility Move from email to Project Focus Work is increasingly more complex - M&A, global companies, remote workers, offshoring, organization changes – leading to more interactions with unknown people – Virtual Teams Global organizations must find ways to transcend traditional boundaries , connect employees and help form high performing teams Maturing workforce is affecting critical areas of the global working population To address the loss of critical experience, organizations must harness knowledge capital and educate new workforces with unprecedented scale Experts from within Business Partners Customers Consultants Competitors Associations Academia Internet, blogs, etc. Think tanks Other R&D (internal) Sales or service units Employees 5% 25% 45% 25% 5% 45% Need for Innovation

4. Top Challenges Organizations Seek to Overcome with Collaboration Aberdeen Group, June 2008

5. IBM has a workforce of over 500,000 – of which almost 50% are mobile IBM FACTS 350K+ employees 200K+ contractors 170 countries 2,000 locations 70+ acquisitions since 2002 50% of employees have less than 5 years experience

6. IBM’s Web 2.0 portfolio Products Services Research Innovations Internal tools Future Products Internal &External Collaboration User Feedback P2P Learning Idea Sharing Team Spaces MashUps Virtual Worlds Enterprise 2.0 @ IBM Ad Hoc Communities Expertise Location Social Networking Knowledge Mgmt Reputation Personas Content Sharing

7. People Places Things Employees need …. Tacit Context Explicit "I need someone to explain this to me" "I need to find information" "We need a place to collaborate"

8. Critical success factors for enterprise social networking Social Networking Culture Collaborative Tools More than just a “way to collaborate” Does the team have the skills necessary to collaborate effectively? (e.g. technical, communication, people, business, etc) Skills Do we have a method to collaborate? Mechanism Do I want to be approached? How do I approach this person? Access Why will I cooperate with this person? Am I motivated to work with this person? Motivation How can I develop my reputation as a trusted partner? Will this person help me? Benevolence (Trust) How can I advertise my expertise? Is this person competent? Competence (Trust) How can I become more known? How do I know who is out there? Awareness Contributors I am someone Seekers I need someone Critical Success Factors

9. The “Ladder” of Social Software Adoption

10. Why individuals use Social Software ”It’s all about me” Stay Informed Socialize with my co-workers, peers, and friends Consume Expertise/Knowledge of Others Share Information Connect with Co-workers Re-connect with People Find Experts Find Information/Answers Organize Myself Build my Reputation

11. “ BlueIQ ” … driving Social Software use in IBM Identify best practices, use cases and tools – by role, by task Make it easy to get started Share tools, enablement materials, best practices Generate “buzz” Share the vision Communicate success stories Tap key influencers as early adopters Grassroots evangelism Drive change tops down, bottoms up, sideways….encourage experimentation

12. “ BlueIQ ” Approach BlueIQ Resource Center (Wiki) IBM Infrastructure Internal Awareness Campaign Community of Experts: “ Ambassadors” Targeted “ Jumpstart” Consulting BlueIQ Success Stories BlueIQ Best Practices Communities

14. “ BlueIQ ” Ambassadors Program Overview Clinics – “The Doctor Is In” –help individuals get started 1:1 “ Lunch & Learn” sessions - teach individuals, teams and communities how to use social software “ Jumpstart” engagements - internal "consulting" to help teams identify use cases, recommend tools and enablement materials, and capture success stories ...in 35 Countries 500+ Ambassadors...

15. “ BlueIQ” uses Lotus Connections 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 Dogear Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertise Activities Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster Profiles Quickly find the people you need by searching across your organization using keywords that help identify expertise, current projects and responsibilities

16. Collaboration 2.0 available to 500K of us Profile : 515k profiles on bluepages; 6.4M+ searches per week Communities : 1,800+ online communities w/147k members and 1M+ messages WikiCentral : 25K+ wikis with 320K+ unique readers BlogCentral : 62k users; 260k entries; 30k tags Dogear : 580k bookmarks; 1.4M tags; 20k users Activities : 50k activities, 425k entries; 80K users Instant Messaging : 4M+ per day Usage Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year $700K savings per month in reduced travel Significant reduction in phonemail, email server costs Social Software in Action at IBM Return on Investment

17. Profiles Expanded customized profile data fields and views for your organization Tag your colleagues and easily find them, search on them, and keep in touch with them View and search for additional background information Identify, develop and maintain a professional network with colleagues Easily discover a users social data to determine the persons expertise or find related information

18. Communities Aggregates information from across Lotus Connections and external/internal sources of information Discuss with subject matter experts, ask questions and share your knowledge using forums Allows you to address the community in external applications, like wiki’s Flag important community bookmarks

19. *Source: IBM Global Technical Services Knowledge Community of Practice Business Impact Survey 2007 completed by approximately 2,300 respondents. IBM Communities of Practice - benefit from Social Software

20. Success Stories – Example: Acquisition Integration Networking to reach educational resources and knowledge communities John comes to us from a series of acquisitions, but only at IBM did he serendipitously connected to peers and SMEs via BlogCentral and Beehive, enabling him to find a software engineering community and nearby classes for his direct reports. Now both teams are sharing experiences back and forth. “ They're learning from us, we're learning from them, it's huge . I don't know when we would have found them without these tools.” "If you are going to acquire companies and bring in people, you'll always start with formal communications. But if you want their A+ people -- the engaged self-starters who are motivated and trying to do the right thing – to feel like they can fit in, provide them with networking tools to find their new peers. " By using networking tools, John discovered “ you’ll never bump into people in your inbox , but in social tools it’s a small world.” His team’s success has encouraged them to use more of the available tools. Wikis are keeping their information available across the team’s global workday, and they have reached out to new communities of experts . John Sutcliffe Development Director – Cognos Enterprise Planning IBM SWG, Information Management

21. BlogCentral Recommend blog comments Recommend blog entries to help others find relevant blog topics Subscribe to blogs, comments, or entries with your feed reader Tags to assisting in finding relevant information

22. IBM’s Blogging policy & guidance Policies based on IBM’s Business Conduct Guidelines Apply internally and externally Available on ibm.com “ blogging guidelines”

23. Dogear Flag a broken URL to alert the owner that a web site may be off-line Notify your colleagues of interesting web sites Filter the information relevant to your interests Stay updated and get notified when new information is available

24. Success Stories – Example: Expertise location Spend less time trying to find the right person with the right knowledge “ We needed to find someone with deep Tivoli and Lotus implementation skills and didn’t have any leads, so we searched on w3 and found candidates tagged from BlogCentral . We then validated their experience by looking at what they DogEared and blogged, and we confirmed they had customer experience.” “ Sometimes we don’t even need to contact the individuals, we learn ‘just-in-time’ by following the expert . We read the content they have created and use their links. It’s the new form of enablement and mentoring. ” “ I like to tell the story of the Websphere portal SME with 33 years at IBM. Before he retired, we convinced him to DogEar links for a few months. The replacement lived off those bookmarks; they were saved a huge amount of time .” Expertise is no longer just about the people, it includes their knowledge and networks . By encouraging our experts to use transparent tools to manage their own information, we enable all of IBM. Ann-Marie Darrough Lotus Technical Sales Manager PSW, Lotus Sales, IBM S&D

25. Activities Great for task-oriented, ad-hoc activities Create a shared collaboration space to share documents, post messages, and manage To-Dos Capture common work practices for your organization with Activity templates Organize informal processes by gathering links to relevant information, resources and applications in Activities

26. Success Stories – Example: Sales Prospecting Sales prospecting and customer-facing interactions Adapted Lotus Connection Activities and Notes 8.0 as a new way to track to-dos, contacts, and communications for sales prospecting and client touches Hours spent with client prospects increased by 50% Number of client touches increased by 500-600% Helping other Tele-sales members learn and improve this process Helping other Tele-sales reduce phone-tag and voicemail in favor of email and online touches Jeannette Browning, Tele-sales / Inside Brand Sales Specialist

27. Atlas for Lotus Connections – Find an Expert and Expand Your Social Network Quickly view the Experts strong ties and social network based upon your search topic

29. Cattail: Your informal, shared File Repository File sharing Public Private Save your mail quota, attach only a link See who is downloading your presentations Stay aware of your colleague’s presentations Search for presentation content & re-use

30. IBM Mashup Center – Key Components InfoSphere MashupHub: unlock and share web, departmental, personal and enterprise information for use in Web2.0 applications. Transform and re-mix Web 2.0-style feeds. Catalog: Sharing & discovery of mashable assets. Lotus Mashups: Quickly and easily assemble mashups on-the-glass. Create dynamic widgets.

31. IBM Center for Social Software Innovate and commercialize best practices in social networking Work with businesses to pilot and customize enterprise social networks Create jointly funded research collaborations with governments, academia, industry and venture capital participation Design IBM’s future Web 2.0 collaboration profile Further social software governance Develop the science of social software OLYMPUS MANY EYES

32. Beehive

33. Many Eyes – data visualization Try it on : www.alphaworks.ibm.com

34. In summary, what does enterprise social software do? Breeds diverse social networks Promotes out-of-your-inbox thinking Enables non-disruptive expertise consumption Organizes the flow of ad hoc collaboration “ I found your profile…” “ I just read this blog about a new idea…” “ Wow, the answer is right here in her bookmarks!” “ I’m going to save this chat to our activity.”

35. Enterprise social software. Unleash the power of us.