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Innovation Networks
 not only in Research
   and D
     d Development
             l     t




Tony Wehrstein
Certified Senior IT Consultant
SWG Switzerland
    tweh
What is Innovation




© 2012 IBM Corporation
Innovation is the use of
                         Knowledge and new Ideas
                         to form an attitude approaching in
                                              pp       g
                         a different and new way.




© 2012 IBM Corporation
Innovation and good Ideas
     often doesn t call attention to itself
           doesn’t




© 2012 IBM Corporation
Innovation and good Ideas
     often doesn t call attention to itself
           doesn’t




© 2012 IBM Corporation
Innovation Life Cycle at IBM

                                                                                                       Industry
                                                                                                       Solution
                                                                                                       S l ti
               Technology                                                                              Labs
               Trends



       Industry
       Trends
                                                        Prototype
                  Trend Scan
                  T   dS           Idea
                  3-10 years out
                                                                       Pilot
                                             Research                                                      p y
                                                                                                         Deployment /
                                                                            FOAK                         Productization
               Social                                                      (first of a kind)
               Trends                                                                               ODIS
                                                                                                   (on demand
                                   Patents        Academic                                         information
                                                  Papers        Research                             services)
                                                                Solution
                                                                                               Experience Papers
                                                                Centers

        Ideas management

                                                                                               Business management




© 2012 IBM Corporation
Collaboration is a Core Discipline of
   Innovation

                                       Mobilize Interest,
                                       Mobilize Interest,           Incubate, Prototype    Implement, Take
              Create Idea                Collaborate                   and Validate
                       Idea              Collaborate                                          to Market



                                                             Technology
                                                             Adoption Program
                                                                                             Clients


                                                                                            Partners
                                                            Situational
                                                            Applications Environment


            Global
            Gl b l
          Technology
                                                                                           Academia
            Outlook

                                                             FOAK



                                                                                           Employees
         Blogs                Fringe      Microblogs         Media Lib           Tagging      Plugins


© 2012 IBM Corporation
Todays Collaboration uses
   Social Software




                         … the power and id
                                         ideas
                               of many
                                f
© 2012 IBM Corporation
Social Software,
                         isn t
                         isn't that the same as
                                 Social Media?



© 2012 IBM Corporation
Social Media                        ≠ Social Software
                Social Media




            Customer Satisfaction                 Collaboration
          •C t
            Customer CConversations
                                 ti             • P d ti it
                                                  Productivity
          • Reputation / Differentiation        • Employee retaining
          • Sourcing                            • Learning
          • Sales




© 2012 IBM Corporation
Kownledge Distribution



                         5%


                          15 %


                                 80 %

© 2012 IBM Corporation
It’s not about the creation
              …it s all about the creator
                 it’s




The focus is switching towards
         people... not tools !
             l       tt l
© 2012 IBM Corporation
Identify the Expert




© 2012 IBM Corporation   Picture © Anne Bermüller / PIXELIO
Knowledge about Processes and...




© 2012 IBM Corporation
.... share your Assets and Information




© 2012 IBM Corporation        http://flickr.com/photos/14165582@N05/2517127993/
It's about finding not about searching




© 2012 IBM Corporation   http://farm4.static.flickr.com/3097/2589193050_04e2f62349_b_d.jpg
IBM's Social Software in numbers
                                            Available to more
                                          than 420'000 of us

       Over 632'519 user Profiles;                       1'382'675 unique
     more than 6 Mio searches per week                      Bookmarks



      268'231 Activities, more than 3.5                     More th 4 Mio
                                                            M     than
                                                          Instant Messages per
       Mio entries and 82'000 visitors*                             day

       25'555 Blogs are used by            90'821 online Communities with
           99'000 visitors*
                   i it *                    more than 257'000 visitors*
                                                   h            i i    *



                  61'321 Wikis with                94'000 visitors* per month
                  299'000 visitors*                  share 613'807 Files

© 2012 IBM Corporation                                                * visitors for March 2012
Top-down Support and Engagement !




© 2012 IBM Corporation
Ideation Blogs, collection of Ideas




© 2012 IBM Corporation
Communities of Experts and Interest




© 2012 IBM Corporation
Rules for a Social Software Acoption



      1.
      1 Users must TRUST the solution to INVEST in using it
      2. Understand initial USE CASES and explain WHY users
         should use it
      3. Provide LEADERSHIP through HIGH PROFILE users
      4.
      4 Recruit a CHAMPIONS Community and ENABLE &
         SUPPORT them
      5. Analyse, survey, assess,
      5 Analyse survey assess review - and TAKE ACTION




© 2012 IBM Corporation
Top Reasons why Social Projects Fail
"...over 70% of IT-dominated social media initiatives will fail, while only 50% of business-led
initiatives will fail."
                          - Gartner Reveals Five Social Software Predictions for 2010 and Beyond, http://www.gartner.com/it/page.jsp?id=1293114
                                                                                            y   , p          g              p g j p


     1. No clarity about what business problem it is trying to solve
          – So why should anyone invest time in it?

     2. Everyone in the pilot works in the same location/same team
          – So they already have well defined networks & communication channels

     3. Not enough employees included in pilot
          – So it can't be just the way users work but requires users to do everything twice to collaborate
            with everyone

     4. No clear commitment to turn the pilot into production if successful
          – So users will not invest time in generating content there

     5. Difficult to access the tools, with no user training or support forums
          – So users stick with doing things the easy (and safe) way

     6 No integration into users existing workspace/applications (e g SSO)
     6.                                                          (e.g.
          – So it is seen as hard to use or taking too much time - and user's don't bother

     7. No clear success criteria
          – So how can it succeed?

© 2012 IBM Corporation
What is Success with Social Software
                                                    It’s not measured as 
                                                    100% participation
                                                           p     p
Major contributors account for about
15‐20% f th  t t l  kf *
15 20% of the total workforce*
                                                     * On average…your company may vary

                                     To be considered a Success, 
                                        b       d d
                         you just need to get these people to be more  
                                                 productive
                                                 p
                                … and to get everyone else
                                         g          y
                                  to use what they are sharing

© 2012 IBM Corporation
If Social Software is so
                         strong today, what would be
                          the best Guess about the
                                          Future?




© 2012 IBM Corporation                    Picture © U. Herbert / PIXELIO
The
  Th fifth IT Era
              E
  Social Business

                                                             Social
                                                  Internet




                                        PCs



                         Departmental


         Mainframe
                                              $200B b 2015
                                                    by

© 2012 IBM Corporation
Inside and Outside is going to
   disappear




© 2012 IBM Corporation
IBMer beyond the Firewall




                         80,000+




© 2011 IBM Corporation
The future will take advantage of data




© 2012 IBM Corporation
War Room Mashup
       Identifying issues is not enough. The business needs to cultivate a community of experts
       who can address issues and quickly pull together a team to respond




                                             Operational
                                                Data
                                                                Business
                                                               Applications             BI Reports


       dynamically & quickly commingle
                             commingle,
       remix & integrate customer data

                                                                                         Sentiment
                                                                                          Analysis

                                                                         Social Media

                                  Archived
                                    Data     Social Collaboration




© 2012 IBM Corporation
Gatorade's Command Center




© 2012 IBM Corporation
Helpful Links
    Best Practices:                    HSBC,
                                       HSBC 6 Tips to introduce social software
   http://www.itbusiness.ca/it/client/en/home/News.asp?id=51727

    Video:                             CEMEX Case → Introduced IBM Connections
   http://www.youtube.com/watch?v=SoutqHkbP9s

    White Paper:                       Measuring the value of social software
   ftp://ftp.software.ibm.com/software/lotus/lotusweb/services/ibm_wp_measuring-social-software_june2010.pdf

    White Paper:                       The compelling returns from IBM Connections in support of social business
   http://www-01.ibm.com/software/lotus/products/connections/library.html
      p                                 p                          y

    Best Practices:                    IBM Collaboration Assessment Tool
   http://www-01.ibm.com/software/lotus/collaboration/assessment/

    IBM Redbook:                       Take Your Business Relationships to the Next Level
   http://www.redbooks.ibm.com/abstracts/redp4746.html?Open

    Coffee Break:                      Short Tube videos about social business with Sandy Carter, IBM VP, Social
                                       Business and Evangelism
   http://www.youtube.com/watch?v=EneTBPnwtKI&NR=1
      p       y

    White Paper:                       Becoming a Social Business: The IBM Story
   https://www-304.ibm.com/dogear/click?link=2dd232f6-06f5-47dd-98e6-de1cd5d904ac

    IBM Redpaper:                      IBM's Technololgy Adoption Program (TAP)
   http://www.redbooks.ibm.com/abstracts/redp4374.html

    Web Article:                       IBM's social computing guidelines
   http://www.ibm.com/blogs/zz/en/guidelines.html

    YouTube Series:                    The man who should have used Lotus Connections
   http://www.youtube.com/watch?v=Kw2j0YOqKoo&feature=related


© 2012 IBM Corporation
Tony Wehrstein            IBM Switzerland Ltd.
                         Certified IT Specialist   Vulkanstrasse 106 P.O. Box
                         IBM Software Group        CH-8010 Zürich

                                                   Mobile +41 79 342 1856
                                                   tweh@ch.ibm.com




© 2012 IBM Corporation
Legal disclaimer




    © IBM Corporation 2012. 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
                         y     g        y                                                                                                                                                                   y      y
    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.

    : 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 user's 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.

    : 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
                                                                                                                                                 achieved.
    characteristics may vary by customer.

    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.

     Adobe, the Adobe logo, PostScript, a d the PostScript logo a e e e registered trademarks o trademarks o Adobe Sys e s Incorporated in the United S a es, a d/o o e cou es
      dobe, e dobe ogo, os Sc p , and e os Sc p ogo are either eg s e ed ade a s or ade a s of dobe Systems co po a ed                       e U ed States, and/or other countries.

     Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.

    Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. 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. UNIX is a registered trademark of The Open Group in the United States and other
    countries. 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.

     All references to Open Financial, VT Living refer to a fictitious company and are used for illustration purposes only.




© 2012 IBM Corporation

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Social Media 2.5 Conference | Research & Development: Innovationsnetzwerke als Erfolgsfaktoren

  • 1. Innovation Networks not only in Research and D d Development l t Tony Wehrstein Certified Senior IT Consultant SWG Switzerland tweh
  • 2. What is Innovation © 2012 IBM Corporation
  • 3. Innovation is the use of Knowledge and new Ideas to form an attitude approaching in pp g a different and new way. © 2012 IBM Corporation
  • 4. Innovation and good Ideas often doesn t call attention to itself doesn’t © 2012 IBM Corporation
  • 5. Innovation and good Ideas often doesn t call attention to itself doesn’t © 2012 IBM Corporation
  • 6. Innovation Life Cycle at IBM Industry Solution S l ti Technology Labs Trends Industry Trends Prototype Trend Scan T dS Idea 3-10 years out Pilot Research p y Deployment / FOAK Productization Social (first of a kind) Trends ODIS (on demand Patents Academic information Papers Research services) Solution Experience Papers Centers Ideas management Business management © 2012 IBM Corporation
  • 7. Collaboration is a Core Discipline of Innovation Mobilize Interest, Mobilize Interest, Incubate, Prototype Implement, Take Create Idea Collaborate and Validate Idea Collaborate to Market Technology Adoption Program Clients Partners Situational Applications Environment Global Gl b l Technology Academia Outlook FOAK Employees Blogs Fringe Microblogs Media Lib Tagging Plugins © 2012 IBM Corporation
  • 8. Todays Collaboration uses Social Software … the power and id ideas of many f © 2012 IBM Corporation
  • 9. Social Software, isn t isn't that the same as Social Media? © 2012 IBM Corporation
  • 10. Social Media ≠ Social Software Social Media Customer Satisfaction Collaboration •C t Customer CConversations ti • P d ti it Productivity • Reputation / Differentiation • Employee retaining • Sourcing • Learning • Sales © 2012 IBM Corporation
  • 11. Kownledge Distribution 5% 15 % 80 % © 2012 IBM Corporation
  • 12. It’s not about the creation …it s all about the creator it’s The focus is switching towards people... not tools ! l tt l © 2012 IBM Corporation
  • 13. Identify the Expert © 2012 IBM Corporation Picture © Anne Bermüller / PIXELIO
  • 14. Knowledge about Processes and... © 2012 IBM Corporation
  • 15. .... share your Assets and Information © 2012 IBM Corporation http://flickr.com/photos/14165582@N05/2517127993/
  • 16. It's about finding not about searching © 2012 IBM Corporation http://farm4.static.flickr.com/3097/2589193050_04e2f62349_b_d.jpg
  • 17. IBM's Social Software in numbers Available to more than 420'000 of us Over 632'519 user Profiles; 1'382'675 unique more than 6 Mio searches per week Bookmarks 268'231 Activities, more than 3.5 More th 4 Mio M than Instant Messages per Mio entries and 82'000 visitors* day 25'555 Blogs are used by 90'821 online Communities with 99'000 visitors* i it * more than 257'000 visitors* h i i * 61'321 Wikis with 94'000 visitors* per month 299'000 visitors* share 613'807 Files © 2012 IBM Corporation * visitors for March 2012
  • 18. Top-down Support and Engagement ! © 2012 IBM Corporation
  • 19. Ideation Blogs, collection of Ideas © 2012 IBM Corporation
  • 20. Communities of Experts and Interest © 2012 IBM Corporation
  • 21. Rules for a Social Software Acoption 1. 1 Users must TRUST the solution to INVEST in using it 2. Understand initial USE CASES and explain WHY users should use it 3. Provide LEADERSHIP through HIGH PROFILE users 4. 4 Recruit a CHAMPIONS Community and ENABLE & SUPPORT them 5. Analyse, survey, assess, 5 Analyse survey assess review - and TAKE ACTION © 2012 IBM Corporation
  • 22. Top Reasons why Social Projects Fail "...over 70% of IT-dominated social media initiatives will fail, while only 50% of business-led initiatives will fail." - Gartner Reveals Five Social Software Predictions for 2010 and Beyond, http://www.gartner.com/it/page.jsp?id=1293114 y , p g p g j p 1. No clarity about what business problem it is trying to solve – So why should anyone invest time in it? 2. Everyone in the pilot works in the same location/same team – So they already have well defined networks & communication channels 3. Not enough employees included in pilot – So it can't be just the way users work but requires users to do everything twice to collaborate with everyone 4. No clear commitment to turn the pilot into production if successful – So users will not invest time in generating content there 5. Difficult to access the tools, with no user training or support forums – So users stick with doing things the easy (and safe) way 6 No integration into users existing workspace/applications (e g SSO) 6. (e.g. – So it is seen as hard to use or taking too much time - and user's don't bother 7. No clear success criteria – So how can it succeed? © 2012 IBM Corporation
  • 23. What is Success with Social Software It’s not measured as  100% participation p p Major contributors account for about 15‐20% f th  t t l  kf * 15 20% of the total workforce* * On average…your company may vary To be considered a Success,  b d d you just need to get these people to be more   productive p … and to get everyone else g y to use what they are sharing © 2012 IBM Corporation
  • 24. If Social Software is so strong today, what would be the best Guess about the Future? © 2012 IBM Corporation Picture © U. Herbert / PIXELIO
  • 25. The Th fifth IT Era E Social Business Social Internet PCs Departmental Mainframe $200B b 2015 by © 2012 IBM Corporation
  • 26. Inside and Outside is going to disappear © 2012 IBM Corporation
  • 27. IBMer beyond the Firewall 80,000+ © 2011 IBM Corporation
  • 28. The future will take advantage of data © 2012 IBM Corporation
  • 29. War Room Mashup Identifying issues is not enough. The business needs to cultivate a community of experts who can address issues and quickly pull together a team to respond Operational Data Business Applications BI Reports dynamically & quickly commingle commingle, remix & integrate customer data Sentiment Analysis Social Media Archived Data Social Collaboration © 2012 IBM Corporation
  • 30. Gatorade's Command Center © 2012 IBM Corporation
  • 31. Helpful Links Best Practices: HSBC, HSBC 6 Tips to introduce social software http://www.itbusiness.ca/it/client/en/home/News.asp?id=51727 Video: CEMEX Case → Introduced IBM Connections http://www.youtube.com/watch?v=SoutqHkbP9s White Paper: Measuring the value of social software ftp://ftp.software.ibm.com/software/lotus/lotusweb/services/ibm_wp_measuring-social-software_june2010.pdf White Paper: The compelling returns from IBM Connections in support of social business http://www-01.ibm.com/software/lotus/products/connections/library.html p p y Best Practices: IBM Collaboration Assessment Tool http://www-01.ibm.com/software/lotus/collaboration/assessment/ IBM Redbook: Take Your Business Relationships to the Next Level http://www.redbooks.ibm.com/abstracts/redp4746.html?Open Coffee Break: Short Tube videos about social business with Sandy Carter, IBM VP, Social Business and Evangelism http://www.youtube.com/watch?v=EneTBPnwtKI&NR=1 p y White Paper: Becoming a Social Business: The IBM Story https://www-304.ibm.com/dogear/click?link=2dd232f6-06f5-47dd-98e6-de1cd5d904ac IBM Redpaper: IBM's Technololgy Adoption Program (TAP) http://www.redbooks.ibm.com/abstracts/redp4374.html Web Article: IBM's social computing guidelines http://www.ibm.com/blogs/zz/en/guidelines.html YouTube Series: The man who should have used Lotus Connections http://www.youtube.com/watch?v=Kw2j0YOqKoo&feature=related © 2012 IBM Corporation
  • 32. Tony Wehrstein IBM Switzerland Ltd. Certified IT Specialist Vulkanstrasse 106 P.O. Box IBM Software Group CH-8010 Zürich Mobile +41 79 342 1856 tweh@ch.ibm.com © 2012 IBM Corporation
  • 33. Legal disclaimer © IBM Corporation 2012. 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 y g y y y 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. : 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 user's 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. : 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 achieved. characteristics may vary by customer. 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. Adobe, the Adobe logo, PostScript, a d the PostScript logo a e e e registered trademarks o trademarks o Adobe Sys e s Incorporated in the United S a es, a d/o o e cou es dobe, e dobe ogo, os Sc p , and e os Sc p ogo are either eg s e ed ade a s or ade a s of dobe Systems co po a ed e U ed States, and/or other countries. Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both. Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. 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. UNIX is a registered trademark of The Open Group in the United States and other countries. 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. All references to Open Financial, VT Living refer to a fictitious company and are used for illustration purposes only. © 2012 IBM Corporation