Snug september 2010
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The document discusses how companies can benefit from social software and smarter collaboration. Case studies are presented on how railroads, utilities, health plans, and manufacturers have realized quantified benefits like cost reductions and increased productivity, as well as qualitative benefits like improved knowledge sharing and workforce engagement, through implementing social software solutions. Benefits estimated over three years include millions of dollars in savings from reduced training, travel, and other expenses as well as increased revenues and productivity.
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Snug september 2010
- 1. Social Software How companies benefit Arjan Radder, IBM Lotus
- 4. How do companies benefit from working with IBM Open Standards - Choice of platform - Integration Build vs Buy Authentication Cloud / On premis Innovation
- 6. What´s in a name?
- 7. Having a Persons Profile tells you more
- 9. How do you conduct an activity?
- 10. Or would this be smarter?
- 12. How would you create a new version of a product or service?
- 13. Or would it be smart to involve your customers and resellers?
- 15. Would you count on customers being involved via this
- 16. Or would a customer community / Panel be smarter?
- 25. Extra examples
- 26. But be aware...
- 27. www. IBM .com
Editor's Notes
- Client Context / Business Drivers: Workforce: Changes in workforce demographics - 40%+ expected to retire in next 7- 10 yrs, economic recovery might accelerate retirement pace; shift in organizational away from command-and-control to more engagement between labor and operations management Operations: Key focus on improving safety culture to reduce accidents/injuries to employees and public; reduce exposure to litigation Customers: Economic downturn has increased competitive pressures; innovating and improving total customer and service experience is key to maintain/grow revenue Sample Pain Points: Inconsistent customer experience to resolve operational and billing issues; lots of data, but poor aggregation and organization making it difficult to resolve customer service issues Many 'hidden' knowledge networks; little organized communities and knowledge sharing; Baby boomer workforce will be retiring with material institutional knowledge not documented Highly regulated industry put poor tools to create/share compliant documents Significant operational downtime caused by poor visibility and access to subject matter experts; no structured follow-up with corrective education to prevent reocurrence Need for interdisciplinary, geographically dispersed teams but no tools to facilitate them Decentralized organization and lack of effective governance to coordinate/standardize Web 2.0 collaboration tools and efforts Enabling SW Products: Lotus Connections
- Client Context / Business Drivers: Workforce: Aggressive 3-yr hiring plans to address business growth and new skills mix; maturing workforce leaving resource, knowledge, and skills gaps; sporadic, 'grassroots' experimentation with Social Networking tools (e.g., LinkedIn, Facebook) Operations: Increased Capex spending to increase/improve generation/transmission/distribution assets; anticipation of increase in 'project-based' work; focus on employee safety and productivity Customers: Pressure to enhance service levels and manage costs coupled with growing customer needs and expectations; new “Green” initiatives require better communications and knowledge sharing internally and externally with customers Sample Pain Points: Culture of over reliance on face to face meetings to drive consensus and decision making takes up manager time and bandwidth Challenges with culture of face to face meetings: Dispersed workforce , Drive time, safety and carbon footprint Poor retention -- Highest turnover occurs with people <3 years with company 10-15% turnover rate E-mail overload causing risk of ignoring important information for decision making Knowledge sharing – need to find a way to get best performers to share their best practices with the rest of the organization Drain on the veterans from having to mentor/train new hires Lack of real time collaboration to reach out to anyone within the organization No easy way today to mine talent pool within the company for internal job rotations and/or projects Enabling SW Products: Lotus Connections Lotus Sametime
- Current Challenges (Sample): Ineffective means to support corporate communication and collaboration (currently primarily based on e-mail, phone, and face-to-face/travel) No tools/capabilities to support project-based workteams, and information/knowledge sharing within teams, departments, functional areas Increasingly complex processes (e.g., claims adjustment), but finding and leveraging the 'right experts' is difficult Fragmented knowledge/content repositories with ineffective search capabilities Significant amount of rework, duplicate work, and 're-inventing the wheel' High expected retirement rates putting a lot of organizational knowledge and experience at risk New hiring process is expensive; getting a case worker (e.g., claims processor) up to speed takes up to 6 month Plans to increase share of remote (at-home) workforce, but limited collaboration, knowledge mgmt, and communication tools are limiting productivity Enabling SW Products: Already in place: Websphere Portal, Lotus WCM, Lotus Notes, Lotus Sametime Additional products sold: Lotus Connections, Lotus Quickr, WebSphere Mobile Portal Accelerator
- Client Context / Business Drivers: Workforce: Changes in workforce demographics - 40%+ expected to retire in next 7- 10 yrs, economic recovery might accelerate retirement pace; shift in organizational away from command-and-control to more engagement between labor and operations management Operations: Key focus on improving safety culture to reduce accidents/injuries to employees and public; reduce exposure to litigation Customers: Economic downturn has increased competitive pressures; innovating and improving total customer and service experience is key to maintain/grow revenue Sample Pain Points: Inconsistent customer experience to resolve operational and billing issues; lots of data, but poor aggregation and organization making it difficult to resolve customer service issues Many 'hidden' knowledge networks; little organized communities and knowledge sharing; Baby boomer workforce will be retiring with material institutional knowledge not documented Highly regulated industry put poor tools to create/share compliant documents Significant operational downtime caused by poor visibility and access to subject matter experts; no structured follow-up with corrective education to prevent reocurrence Need for interdisciplinary, geographically dispersed teams but no tools to facilitate them Decentralized organization and lack of effective governance to coordinate/standardize Web 2.0 collaboration tools and efforts Enabling SW Products: Lotus Connections
- Client Context / Business Drivers: ManuCo had launched a strategic initiative to “ Increase productivity of (20,000) desktop employees, by 'reducing non-value-add work in value-add activities '” Initiative was part of a productivity continuum that started in the manufacturing plants (6 sigma, Enterprise Lean Sigma), and now extended to the knowledge worker community ManuCo also hired a new SVP HR to establish the programs and working environment needed to attract and retain a talented, diverse, ethical and motivated management team and workforce One of 1 st priority was to build a global Intranet (sponsored by SVP HR and VP Communications) that will support the business growth through improved communications, collaboration, and knowledge management Business Objectives/Requiremets for new Intranet: Strengthen global corporate communication and collaboration (direct employees in 51+ countries) Improve operational efficiencies through global sharing of information, best practices, and processes (between manufacturing & distribution facilities) Improve access to corporate information (Geo/Country to Headquarters) Improve management oversight and decision support Facilitate the successful rollout and adoption of Lean Enterprise Six Sigma Reduce HR administration cost through increased use of employee/mgr self-service Develop centrally managed, common IT (Portal and Collaboration) platform Enabling SW Products: Already in place (but competitive pressure from MSFT): Websphere Portal, Lotus WCM, Lotus Notes, Lotus Sametime Additional products sold: Lotus Connections
- Client Context / Business Drivers: Workforce: Aggressive 3-yr hiring plans to address business growth and new skills mix; maturing workforce leaving resource, knowledge, and skills gaps; sporadic, 'grassroots' experimentation with Social Networking tools (e.g., LinkedIn, Facebook) Operations: Increased Capex spending to increase/improve generation/transmission/distribution assets; anticipation of increase in 'project-based' work; focus on employee safety and productivity Customers: Pressure to enhance service levels and manage costs coupled with growing customer needs and expectations; new “Green” initiatives require better communications and knowledge sharing internally and externally with customers Sample Pain Points: Culture of over reliance on face to face meetings to drive consensus and decision making takes up manager time and bandwidth Challenges with culture of face to face meetings: Dispersed workforce , Drive time, safety and carbon footprint Poor retention -- Highest turnover occurs with people <3 years with company 10-15% turnover rate E-mail overload causing risk of ignoring important information for decision making Knowledge sharing – need to find a way to get best performers to share their best practices with the rest of the organization Drain on the veterans from having to mentor/train new hires Lack of real time collaboration to reach out to anyone within the organization No easy way today to mine talent pool within the company for internal job rotations and/or projects Enabling SW Products: Lotus Connections Lotus Sametime