Without access to historical information, organizations today would be severely limited in their ability to make informed, appropriate decisions regarding even the most basic aspects of their business. However, the challenges encountered during attempts to gather, codify and distribute this knowledge can be daunting. The answer for many organizations and their CIOs is Web 2.0 adapted for business—a rich social networking environment that provides secure and integrated collaboration tools which allow employees to harness the total knowledge of the extended enterprise. This whitepaper outlines the four keys to success and discusses the ROI of Web 2.0
Harness a changing workforce with social software v5Djalma Britto
The document summarizes how social software from IBM can help organizations harness changing workforces and drive growth. It discusses how social software connects people to accelerate work and transform businesses. The document provides examples of how companies like US Bancorp, Rheinmetall AG, and Berlitz have leveraged IBM social software to improve knowledge sharing, expertise location, and global collaboration. It positions IBM as the market leader in social software and highlights the benefits of its solutions for integrating social capabilities into existing tools and processes.
1) The document discusses a presentation on leveraging social networks and social business solutions to provide information to the right people at the right time through collaborative analytics.
2) It provides an overview of how Rocket Discover, a business intelligence solution, can be integrated with IBM Connections to allow users to easily share dashboards, receive notifications of updates, and collaborate on analytics.
3) The presentation includes demonstrations of new features in IBM Connections 5.5 related to team sites and communications, productivity and attention management, and file sync and share.
The document discusses IBM's Lotusphere 2012 conference. Some key details:
- The conference had over 5,500 participants, 11k livestream viewers, 77 journalists, and 71 analysts.
- There were 38 customer story presentations from organizations like TD Bank, Children's Hospital, and Caterpillar that highlighted benefits from social implementations.
- Analysts and commenters spoke positively about the promise of social technologies and the conference's focus on social business practices and solutions beyond traditional Lotus products.
IBM hosted a cloud forum on April 7, 2011 to discuss social business in the cloud. Sean Poulley, Vice President of IBM's Social Business Cloud, presented on how social business embraces networks of people to create business value by being engaged, transparent, and nimble while ensuring trust, security, and compliance. IBM defined social business, created the first social software platform in 2007, and brought it to the cloud in 2009. IBM sees social business as a $100 billion opportunity and delivers social business solutions globally across industries from large to small customers. Brendan Crotty then demonstrated LotusLive, IBM's social collaboration platform in the cloud, which provides security, reliability, integration capabilities, and is an ext
Web 2.0 for Schools/ Education InstitutionVenkatesh Iyer
The document discusses harnessing the power of Web 2.0 solutions in K-12 schools. It provides an overview of key Web 2.0 concepts and drivers of adoption. Web 2.0 enables learning and community building beyond regular school hours by allowing blogs, wikis, and other collaborative tools. The document outlines sample Web 2.0 school communities and a conceptual architecture for a secured online school community platform. It also describes roles and responsibilities for administrators in launching and managing such a solution.
How can social business increase your sales ibm community meeting april 2012Friedel Jonker
The document summarizes an IBM Collaboration Solutions community meeting. It provides an agenda for discussions on how social business can increase sales. Representatives from IBM and SugarCRM discuss their social business solutions and how social selling can transform sales processes by helping salespeople discover customers, engage experts, and act on profitable opportunities. The presentation includes an example of how to calculate the business value and return on investment for social selling software.
Developing a Cutting Edge Social Enterprise Software Strategy that Leverages ...Enterprise 2.0 Conference
This document provides an overview of developing a social enterprise software strategy that leverages an existing SharePoint investment. It discusses sources of lessons learned from over 200 large firms practicing social business and enterprise 2.0. Key drivers for next-generation business include global connectivity, new interaction platforms, and information abundance. The elements of a social business are outlined, and examples of significant social software are provided. Strategies are presented for driving business value with social software, including defining problems first, understanding what makes social software work best, investing in community management, and treating social intranets as a platform rather than just an app.
The document discusses how social business is transforming traditional roles and processes across business networks. Customers now have unlimited access to information, employees are engaging externally in new ways, and partners and competitors are entering markets quickly with new models. As a result, enterprises are changing in areas like talent, digital reputation, leadership, team structures, and collective intelligence. A fifth wave of IT-enabled transformation around social business is emerging. The document outlines how social business differs from social media and is driven by corporate objectives. It also discusses foundational social business capabilities and examples of how socially enabling business processes can create value for an enterprise by harvesting insights from networks of people.
Harness a changing workforce with social software v5Djalma Britto
The document summarizes how social software from IBM can help organizations harness changing workforces and drive growth. It discusses how social software connects people to accelerate work and transform businesses. The document provides examples of how companies like US Bancorp, Rheinmetall AG, and Berlitz have leveraged IBM social software to improve knowledge sharing, expertise location, and global collaboration. It positions IBM as the market leader in social software and highlights the benefits of its solutions for integrating social capabilities into existing tools and processes.
1) The document discusses a presentation on leveraging social networks and social business solutions to provide information to the right people at the right time through collaborative analytics.
2) It provides an overview of how Rocket Discover, a business intelligence solution, can be integrated with IBM Connections to allow users to easily share dashboards, receive notifications of updates, and collaborate on analytics.
3) The presentation includes demonstrations of new features in IBM Connections 5.5 related to team sites and communications, productivity and attention management, and file sync and share.
The document discusses IBM's Lotusphere 2012 conference. Some key details:
- The conference had over 5,500 participants, 11k livestream viewers, 77 journalists, and 71 analysts.
- There were 38 customer story presentations from organizations like TD Bank, Children's Hospital, and Caterpillar that highlighted benefits from social implementations.
- Analysts and commenters spoke positively about the promise of social technologies and the conference's focus on social business practices and solutions beyond traditional Lotus products.
IBM hosted a cloud forum on April 7, 2011 to discuss social business in the cloud. Sean Poulley, Vice President of IBM's Social Business Cloud, presented on how social business embraces networks of people to create business value by being engaged, transparent, and nimble while ensuring trust, security, and compliance. IBM defined social business, created the first social software platform in 2007, and brought it to the cloud in 2009. IBM sees social business as a $100 billion opportunity and delivers social business solutions globally across industries from large to small customers. Brendan Crotty then demonstrated LotusLive, IBM's social collaboration platform in the cloud, which provides security, reliability, integration capabilities, and is an ext
Web 2.0 for Schools/ Education InstitutionVenkatesh Iyer
The document discusses harnessing the power of Web 2.0 solutions in K-12 schools. It provides an overview of key Web 2.0 concepts and drivers of adoption. Web 2.0 enables learning and community building beyond regular school hours by allowing blogs, wikis, and other collaborative tools. The document outlines sample Web 2.0 school communities and a conceptual architecture for a secured online school community platform. It also describes roles and responsibilities for administrators in launching and managing such a solution.
How can social business increase your sales ibm community meeting april 2012Friedel Jonker
The document summarizes an IBM Collaboration Solutions community meeting. It provides an agenda for discussions on how social business can increase sales. Representatives from IBM and SugarCRM discuss their social business solutions and how social selling can transform sales processes by helping salespeople discover customers, engage experts, and act on profitable opportunities. The presentation includes an example of how to calculate the business value and return on investment for social selling software.
Developing a Cutting Edge Social Enterprise Software Strategy that Leverages ...Enterprise 2.0 Conference
This document provides an overview of developing a social enterprise software strategy that leverages an existing SharePoint investment. It discusses sources of lessons learned from over 200 large firms practicing social business and enterprise 2.0. Key drivers for next-generation business include global connectivity, new interaction platforms, and information abundance. The elements of a social business are outlined, and examples of significant social software are provided. Strategies are presented for driving business value with social software, including defining problems first, understanding what makes social software work best, investing in community management, and treating social intranets as a platform rather than just an app.
The document discusses how social business is transforming traditional roles and processes across business networks. Customers now have unlimited access to information, employees are engaging externally in new ways, and partners and competitors are entering markets quickly with new models. As a result, enterprises are changing in areas like talent, digital reputation, leadership, team structures, and collective intelligence. A fifth wave of IT-enabled transformation around social business is emerging. The document outlines how social business differs from social media and is driven by corporate objectives. It also discusses foundational social business capabilities and examples of how socially enabling business processes can create value for an enterprise by harvesting insights from networks of people.
Initializing and launching your social business initiatives: social from the ...Jacques Pavlenyi
An overview of IBM's transformation into a social business. Case study reviewing how IBM continues to adopt social media and collaboration technologies, and the beneficial impact it is having on the business.
IBM Messaging and Collaboration solutions: an introductionJacques Pavlenyi
Introduction to IBM Messaging and Collaboration solutions. Designed for businesses of all sizes, it provides for the rapid development and deployment of collaborative and workflow-driven business applications, including email, calendar, contacts, teamspaces, and much more, that bring people and ideas together in a security-rich enterprise-ready platform. Includes IBM Lotus Notes, IBM Lotus Domino, IBM Lotus Notes Traveler, IBM Lotus Protector, IBM Lotus Expeditor, and IBM Lotus Symphony. To learn more visit us at http://www.ibm.com/lotus/notesanddomino
As with any concept that gets a lot of buzz and attention, Web 2.0 is a catchphrase that marketers, luminaries, and business strategists seem compelled to drop into almost any discussion. Wikis. Blogs. Podcasts. Social networking sites. File sharing. Customer-generated content. These are just some of the hallmarks of the much-talked-about (but little understood) “Web 2.0.” Though Web 2.0 is unlikely to supplant or fundamentally change CRM’s role for financial services companies, CRM and financial services companies alike have a lot they can learn from Web 2.0.
Term Paper On Enterprise 2 0 The Next Leap For Indian It Services Industryvyas_harsh86
1) The document discusses the concept of Enterprise 2.0 and how it will revolutionize how organizations operate through increased flexibility, collaboration, and efficiency.
2) It analyzes how Indian IT service companies can benefit from Enterprise 2.0 by leveraging tools like blogs, wikis and other social media platforms to deliver higher value services to customers at lower costs.
3) Enterprise 2.0 aims to better connect people within and between organizations using emerging social software to streamline processes and enhance collaboration.
The document discusses the rise of social business and how organizations are transforming into social businesses to reap benefits. Key points:
1. Social businesses embrace social tools and networks to create business value by connecting people, being transparent, and acting nimble.
2. Becoming a social business can help organizations deepen customer relationships, drive operational efficiencies, and optimize the workforce.
3. Social businesses focus on engaging networks of customers, partners and employees to generate innovation, share knowledge, and make quicker decisions.
This document provides an overview of the Intra.NET Reloaded 2012 conference that was held from April 17-18, 2012 at the nhow Berlin hotel. The conference included over 20 case studies, 4 world cafes, and morning and icebreaker sessions. It featured speakers from various global companies discussing topics related to developing effective intranets and digital workplaces, including search and find, strategy, team collaboration, social media, knowledge management, compliance, privacy, and measurement.
A presentation describing how IBM is transforming into a social business, inside and outside the organization, with the use of advanced technology and cultural change. This is a modification of a presentation developed originally by Ethan McCarty of IBM. It was first presented by me at the Business Marketing Association's Southern California Chapter in May 2013, and most recently presented at the Social Media Club San Diego chapter's July meeting.
This document discusses leveraging the low cost of Enterprise Linux on IBM System z platforms for collaboration solutions. It highlights the benefits of the System z platform, including near-linear scalability, high availability, reduced infrastructure costs, security, and energy efficiency. It also provides an overview of social business trends like social media, communities, and networking business processes. Case studies are presented of customers who achieved productivity gains and cost savings through IBM's On Demand Workplace solution, which delivers collaboration tools on System z.
IBM @ SXSW: Giving Your Collaboration Tools a BrainJacques Pavlenyi
Despite the many recent advances in workplace collaboration tools, we're still overwhelmed with information and tasks. It's time to think differently about the way we work together. This session explores how IBM is using design thinking, and cognitive computing technologies, to reimagine the way we work with one another.
Case study: IBM's journey to becoming a social business (September 2012)Rowan Hetherington
MBA, Change management, Communications and IT students around the world are learning about social networking tools and the potential benefits of applying these tools within an organisational context.
Articles on this topic quickly become out of date, due to the speed of progress in this rapidly emerging area.
This case study provides information, current as at September 2012, about IBM's journey to becoming a social business.
The Integrated Planning System - Presentation for FUNNEL B2B Marketing event,...Rowan Hetherington
The document discusses the need to reimagine marketing using an integrated planning system approach. It outlines five steps for the integrated planning system: 1) understand inputs like the digital landscape and business priorities; 2) define objectives and key constituencies; 3) employ listening strategies like social media monitoring; 4) create a management plan; and 5) implement systemic changes across the marketing system. The appendix provides resources on IBM's marketing solutions and sources for further information.
Social Business: Engaging Customers and Putting your Content into a Social Co...IBM Danmark
This document discusses social business and putting content into a social context. It covers evolving customer channels and the new consumer, defining social business, moving from content to context, finding business value in being social, and examples of social business in action. The document emphasizes becoming more engaged, transparent, and nimble as a social business by embracing networks of people to create business value.
Social business deepen engagement with customers partners and employeesSergio Loza
The document discusses how organizations can deepen engagement with customers, partners, and employees through social business. It summarizes findings from an IBM CEO study that found organizations labeled as "outperformers" excel at managing change, translating insights into action, and adapting to different industries. The document also outlines how social business can engage customers as individuals, empower employees, and how IBM can help organizations implement social business strategies.
This document discusses how business social software from RollStream can provide ROI for multi-enterprise collaboration. It describes RollStream's focus on social media and horizontal collaboration. RollStream provides an enterprise community management platform for supplier and customer communities to help with challenges like information management, compliance, and onboarding new trading partners. Case studies show how RollStream helped companies accelerate supplier onboarding, reduce costs, and improve processes.
Building B2B Online Communities- Best practicesLeader Networks
This document discusses how companies can build effective online customer communities to enhance their business. It begins by noting that many companies currently respond chaotically to social media rather than strategically building communities. The document then outlines how communities can deepen relationships, improve financial returns, shorten innovation cycles, and provide better customer service. Examples are provided of successful communities built by Palladium Group and LexisNexis that drove new revenues, products, and referrals. Key factors for community success include expert facilitation, a balance of content, and persistent outreach. The presentation concludes by aligning community objectives with corporate goals.
1) The document discusses how social media is changing business by allowing new ways for people to interact and form relationships.
2) It describes how social media creates opportunities for competitive advantage by integrating social technologies into business processes like marketing, customer service, IT, and talent management.
3) IBM provides a social business platform and ecosystem that helps companies harness social media and leverage network effects to disrupt industries and gain competitive advantages like improving productivity and customer experiences.
Web2.0 Expo: IBM Smart Work Panel April 1, 2009 Please Note: Slides follow sh...Kathy (Kat) Mandelstein
Web2.0 Expo San Francisco 2009
Smart Work: Embrace Change & Empower Your Teams to Drive Growth and Innovation
A Panel Discussion
IBM Software Group
ibm.com/web20
April 1, 2009
Room 2016
Panelists:
Kathy Mandelstein, Director of WW Mktg, Web & Events, Rational kmandel@us.ibm.com, Twitter: @katmandelstein
Ryan Boyles, Community Manager for Project Zero, WebSphereraboyles@us.ibm.com, Twitter: @therab
Brendan Crotty, Program Director for Lotus Online Collaborationbrendan_crotty@us.ibm.com
Tom Deutsch, Program Director for Information Management, tdeutsch@us.ibm.com
Please note slides follow short video. Click play in slideshow player after video finishes.
The document provides an overview of planned updates to IBM Connections. It discusses enhancing social capabilities across devices, improving community features for team collaboration, leveraging social analytics and metrics, and supporting business-to-consumer engagement. The presentation also demonstrates integrating third-party content and enhancing microblogging. The updates aim to streamline the social experience and provide insights from social data.
Addressing Top CEO Priorities through Social Media Marketing and MetricsJacques Pavlenyi
Presented at the August 21 2012 Business Marketing Association's Southern California Chapter meeting. The world is changing - becoming more social, even in traditionally conservative B2B. B2B marketing is maturing, with social leading to more measurable successes. But taking b2b social media marketing to the next level is easier than you might think. This presentation hopes to help you:
-- Understand how to better align social media marketing with key strategic initiatives
-- Learn how to focus on the social metrics that matter
-- See applicable examples of real b2b social media marketing benefits
These views are my own and do not represent those of my employer.
The Evolution of the Social Brand - ITAC Digital Commerce ForumBilal Jaffery
The document discusses the rise of social media and how it has fundamentally changed how people connect and consume information and media. It notes that social networks now reach over 1.1 billion users and 70% of internet content is created by individuals. It also discusses how brands must adopt a more people-centric approach on social media, engaging in two-way conversations to remain relevant. The document advocates that companies implement an enterprise social program to better integrate social media across different business functions like marketing, sales, customer service, and HR in order to build deeper engagement with customers and collaborate more effectively internally. It provides a 5-step framework for developing an enterprise social program with governance, risk management, internal connections, support for business units, and real
This document outlines the key details of the Cost Records and Audit Rules 2014 issued by the Government of India. It provides information on the application and implementation of cost record rules for different industries. Some of the key points covered include the threshold limits for maintenance of cost records based on net worth and turnover, details to be captured for material, salaries, utilities, service departments and other overheads, treatment of by-products and joint products, and allocation of expenses related to R&D, exports and pollution control. The document also describes the format and details to be reported in CRA-1 form for cost records.
Initializing and launching your social business initiatives: social from the ...Jacques Pavlenyi
An overview of IBM's transformation into a social business. Case study reviewing how IBM continues to adopt social media and collaboration technologies, and the beneficial impact it is having on the business.
IBM Messaging and Collaboration solutions: an introductionJacques Pavlenyi
Introduction to IBM Messaging and Collaboration solutions. Designed for businesses of all sizes, it provides for the rapid development and deployment of collaborative and workflow-driven business applications, including email, calendar, contacts, teamspaces, and much more, that bring people and ideas together in a security-rich enterprise-ready platform. Includes IBM Lotus Notes, IBM Lotus Domino, IBM Lotus Notes Traveler, IBM Lotus Protector, IBM Lotus Expeditor, and IBM Lotus Symphony. To learn more visit us at http://www.ibm.com/lotus/notesanddomino
As with any concept that gets a lot of buzz and attention, Web 2.0 is a catchphrase that marketers, luminaries, and business strategists seem compelled to drop into almost any discussion. Wikis. Blogs. Podcasts. Social networking sites. File sharing. Customer-generated content. These are just some of the hallmarks of the much-talked-about (but little understood) “Web 2.0.” Though Web 2.0 is unlikely to supplant or fundamentally change CRM’s role for financial services companies, CRM and financial services companies alike have a lot they can learn from Web 2.0.
Term Paper On Enterprise 2 0 The Next Leap For Indian It Services Industryvyas_harsh86
1) The document discusses the concept of Enterprise 2.0 and how it will revolutionize how organizations operate through increased flexibility, collaboration, and efficiency.
2) It analyzes how Indian IT service companies can benefit from Enterprise 2.0 by leveraging tools like blogs, wikis and other social media platforms to deliver higher value services to customers at lower costs.
3) Enterprise 2.0 aims to better connect people within and between organizations using emerging social software to streamline processes and enhance collaboration.
The document discusses the rise of social business and how organizations are transforming into social businesses to reap benefits. Key points:
1. Social businesses embrace social tools and networks to create business value by connecting people, being transparent, and acting nimble.
2. Becoming a social business can help organizations deepen customer relationships, drive operational efficiencies, and optimize the workforce.
3. Social businesses focus on engaging networks of customers, partners and employees to generate innovation, share knowledge, and make quicker decisions.
This document provides an overview of the Intra.NET Reloaded 2012 conference that was held from April 17-18, 2012 at the nhow Berlin hotel. The conference included over 20 case studies, 4 world cafes, and morning and icebreaker sessions. It featured speakers from various global companies discussing topics related to developing effective intranets and digital workplaces, including search and find, strategy, team collaboration, social media, knowledge management, compliance, privacy, and measurement.
A presentation describing how IBM is transforming into a social business, inside and outside the organization, with the use of advanced technology and cultural change. This is a modification of a presentation developed originally by Ethan McCarty of IBM. It was first presented by me at the Business Marketing Association's Southern California Chapter in May 2013, and most recently presented at the Social Media Club San Diego chapter's July meeting.
This document discusses leveraging the low cost of Enterprise Linux on IBM System z platforms for collaboration solutions. It highlights the benefits of the System z platform, including near-linear scalability, high availability, reduced infrastructure costs, security, and energy efficiency. It also provides an overview of social business trends like social media, communities, and networking business processes. Case studies are presented of customers who achieved productivity gains and cost savings through IBM's On Demand Workplace solution, which delivers collaboration tools on System z.
IBM @ SXSW: Giving Your Collaboration Tools a BrainJacques Pavlenyi
Despite the many recent advances in workplace collaboration tools, we're still overwhelmed with information and tasks. It's time to think differently about the way we work together. This session explores how IBM is using design thinking, and cognitive computing technologies, to reimagine the way we work with one another.
Case study: IBM's journey to becoming a social business (September 2012)Rowan Hetherington
MBA, Change management, Communications and IT students around the world are learning about social networking tools and the potential benefits of applying these tools within an organisational context.
Articles on this topic quickly become out of date, due to the speed of progress in this rapidly emerging area.
This case study provides information, current as at September 2012, about IBM's journey to becoming a social business.
The Integrated Planning System - Presentation for FUNNEL B2B Marketing event,...Rowan Hetherington
The document discusses the need to reimagine marketing using an integrated planning system approach. It outlines five steps for the integrated planning system: 1) understand inputs like the digital landscape and business priorities; 2) define objectives and key constituencies; 3) employ listening strategies like social media monitoring; 4) create a management plan; and 5) implement systemic changes across the marketing system. The appendix provides resources on IBM's marketing solutions and sources for further information.
Social Business: Engaging Customers and Putting your Content into a Social Co...IBM Danmark
This document discusses social business and putting content into a social context. It covers evolving customer channels and the new consumer, defining social business, moving from content to context, finding business value in being social, and examples of social business in action. The document emphasizes becoming more engaged, transparent, and nimble as a social business by embracing networks of people to create business value.
Social business deepen engagement with customers partners and employeesSergio Loza
The document discusses how organizations can deepen engagement with customers, partners, and employees through social business. It summarizes findings from an IBM CEO study that found organizations labeled as "outperformers" excel at managing change, translating insights into action, and adapting to different industries. The document also outlines how social business can engage customers as individuals, empower employees, and how IBM can help organizations implement social business strategies.
This document discusses how business social software from RollStream can provide ROI for multi-enterprise collaboration. It describes RollStream's focus on social media and horizontal collaboration. RollStream provides an enterprise community management platform for supplier and customer communities to help with challenges like information management, compliance, and onboarding new trading partners. Case studies show how RollStream helped companies accelerate supplier onboarding, reduce costs, and improve processes.
Building B2B Online Communities- Best practicesLeader Networks
This document discusses how companies can build effective online customer communities to enhance their business. It begins by noting that many companies currently respond chaotically to social media rather than strategically building communities. The document then outlines how communities can deepen relationships, improve financial returns, shorten innovation cycles, and provide better customer service. Examples are provided of successful communities built by Palladium Group and LexisNexis that drove new revenues, products, and referrals. Key factors for community success include expert facilitation, a balance of content, and persistent outreach. The presentation concludes by aligning community objectives with corporate goals.
1) The document discusses how social media is changing business by allowing new ways for people to interact and form relationships.
2) It describes how social media creates opportunities for competitive advantage by integrating social technologies into business processes like marketing, customer service, IT, and talent management.
3) IBM provides a social business platform and ecosystem that helps companies harness social media and leverage network effects to disrupt industries and gain competitive advantages like improving productivity and customer experiences.
Web2.0 Expo: IBM Smart Work Panel April 1, 2009 Please Note: Slides follow sh...Kathy (Kat) Mandelstein
Web2.0 Expo San Francisco 2009
Smart Work: Embrace Change & Empower Your Teams to Drive Growth and Innovation
A Panel Discussion
IBM Software Group
ibm.com/web20
April 1, 2009
Room 2016
Panelists:
Kathy Mandelstein, Director of WW Mktg, Web & Events, Rational kmandel@us.ibm.com, Twitter: @katmandelstein
Ryan Boyles, Community Manager for Project Zero, WebSphereraboyles@us.ibm.com, Twitter: @therab
Brendan Crotty, Program Director for Lotus Online Collaborationbrendan_crotty@us.ibm.com
Tom Deutsch, Program Director for Information Management, tdeutsch@us.ibm.com
Please note slides follow short video. Click play in slideshow player after video finishes.
The document provides an overview of planned updates to IBM Connections. It discusses enhancing social capabilities across devices, improving community features for team collaboration, leveraging social analytics and metrics, and supporting business-to-consumer engagement. The presentation also demonstrates integrating third-party content and enhancing microblogging. The updates aim to streamline the social experience and provide insights from social data.
Addressing Top CEO Priorities through Social Media Marketing and MetricsJacques Pavlenyi
Presented at the August 21 2012 Business Marketing Association's Southern California Chapter meeting. The world is changing - becoming more social, even in traditionally conservative B2B. B2B marketing is maturing, with social leading to more measurable successes. But taking b2b social media marketing to the next level is easier than you might think. This presentation hopes to help you:
-- Understand how to better align social media marketing with key strategic initiatives
-- Learn how to focus on the social metrics that matter
-- See applicable examples of real b2b social media marketing benefits
These views are my own and do not represent those of my employer.
The Evolution of the Social Brand - ITAC Digital Commerce ForumBilal Jaffery
The document discusses the rise of social media and how it has fundamentally changed how people connect and consume information and media. It notes that social networks now reach over 1.1 billion users and 70% of internet content is created by individuals. It also discusses how brands must adopt a more people-centric approach on social media, engaging in two-way conversations to remain relevant. The document advocates that companies implement an enterprise social program to better integrate social media across different business functions like marketing, sales, customer service, and HR in order to build deeper engagement with customers and collaborate more effectively internally. It provides a 5-step framework for developing an enterprise social program with governance, risk management, internal connections, support for business units, and real
This document outlines the key details of the Cost Records and Audit Rules 2014 issued by the Government of India. It provides information on the application and implementation of cost record rules for different industries. Some of the key points covered include the threshold limits for maintenance of cost records based on net worth and turnover, details to be captured for material, salaries, utilities, service departments and other overheads, treatment of by-products and joint products, and allocation of expenses related to R&D, exports and pollution control. The document also describes the format and details to be reported in CRA-1 form for cost records.
Open Standards and APIs for a Better World - Nordic APIs Stockholm 2014Pernilla Näsfors Östmar
The document discusses open standards and APIs for development. It summarizes the goals of the World Bank to end extreme poverty and promote shared prosperity. It then outlines the Open World Bank initiative which makes the Bank's data, research, knowledge, operations, and finances open through open data, knowledge sharing, and partnerships for openness. It also discusses the Open Aid Partnership and International Aid Transparency Initiative which aim to increase transparency around aid through open data standards and APIs. It encourages organizations to contribute to creating a better world by using and sharing open data and APIs.
The document describes a conceptual design for a habit-building app called "I has a karot". The app aims to help users eat a carrot each time they receive a phone call by customizing their caller ID photo to remind them. It also provides storage for carrots in a backpack. According to initial user testing, the designer found they enjoyed snacking on carrots throughout the day but may forget during long calls or receive too many calls at once for the habit. The design could be expanded to other activities or automated further.
The document summarizes 7 prophecies: 1) On December 22, 2012 the sun will receive energy from the galaxy's center beginning a new cycle. 2) Since 1999, solar changes have altered some people's nature in violent or spiritual ways. 3) Human behavior affecting climate change will cause natural disasters and rising sea levels threatening coastal areas. 4) By 2012, if human behavior doesn't align with nature and galaxy rhythms, systems like computers, economy and religion will fail. 5) A comet could collide with Earth, bringing abrupt physical changes but humans may be able to deflect it. 6) By 2012, galactic light will synchronize beings and enable internal transformation to new realities and limitations being overcome. 7) The seventh
El documento presenta un resumen de la Unidad 1 de un curso de aprendizaje práctico sobre el uso de las TIC. La unidad es presentada por Laura Melisa Lora Barrios con el código 37670562 para su tutora Jenny Patricia Cárdenas en la Licenciatura en Matemáticas de la Universidad Nacional Abierta y a Distancia en septiembre de 2016. El resumen incluye enlaces a un blog sobre el tema.
Drugs in the Classroom data is from the 2010 study compiled by Monitoring the Future.
Monitoring the Future is an ongoing study of the behaviors, attitudes, and values of American secondary school students, college students, and young adults. Each year, a total of approximately 50,000 8th, 10th and 12th grade students are surveyed (12th graders since 1975, and 8th and 10th graders since 1991). In addition, annual follow-up questionnaires are mailed to a sample of each graduating class for a number of years after their initial participation. The Monitoring the Future Study has been funded under a series of investigator-initiated competing research grants from the National Institute on Drug Abuse (NIDA), a part of the National Institutes of Health. MTF is conducted at the Survey Research Center in the Institute for Social Research at the University of Michigan.
You can see the infographic on drug use here
http://www.homehealthtesting.com/infographic/teen-drug-use.html
Starfish live until a larger predator eats them. They eat clams and small fish, and grow up to 4.5 inches in size. To defend itself, a starfish has tiny spines that can prick predators. Starfish have babies called seastars.
The document summarizes several enhancements made to the Evergreen open-source integrated library system by King County Library System (KCLS). These include streamlining the patron registration process into a single screen, improving the display of patron data and account details, enhancing options for managing patron groups, streamlining bills interfaces, adding a staff activity log, and adding telephony support for automated notices. KCLS worked to maximize screen space and usability throughout the system based on their experiences and needs.
Helen Skipworth A2 Media Coursework Evaluationhelenskip
The document discusses the research and conventions the author followed in developing titles for a TV drama called "Drama Club". Shots of episodes and animation are common conventions in titles. The author's titles used footage resembling episode shots and stop-motion animation. Close-ups are often used to establish characters, especially the main protagonist. Sound effects are also incorporated to represent characters' roles. The titles create brand recognition across the main task and ancillary tasks of a magazine cover and DVD cover promoting the show.
Reporting principles for every QA manager PractiTest
Joel Montvelisky, Chief Solution Architect at PractiTest, gave a webinar on reporting principles for QA managers. He discussed decision-driven test management (DDTM), where testing is planned based on the information stakeholders need to make decisions. He emphasized the need for repetition and using multiple reporting channels like dashboards and emails. Montvelisky recommended "numberless reporting" using labels rather than numbers, and provided tips for effective reporting including starting with the bottom line, keeping reports simple, and being willing to correct yourself.
The document lists the addresses of two properties in New York City - a townhouse on 74th and Central Park West, and a residence on Park Avenue. It also lists publications and articles where two other homes were featured - Architectural Digest in February 2010 for "Cape Ann Turnaround", and New England Home Magazine for "A Beautiful Blend".
Texas A&M University Writing Center's presentation on "Building a Comprehensive Marking Plan" for the South West Writing Center's Association Conference
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- Large corporations are increasingly adopting Web 2.0 technologies like blogs, wikis, and online communities.
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Web 2.0 goes to work for business: Enabling the power of participationRoss Dawson
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InsideView success story Knowledge Lake InsideView
http://learnmore.insideview.com/Microsoft.html
“ With InsideView, we were able to replace two vendors with one solution that works much better. This has saved us thousands of dollars and provided an immediate return on investment. “
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Putting together a business case does not rank high on most IT executives' list of favorite activities. But given the new emphasis on governance, the struggling economy and corporate decision-making, the ability to put together a compelling case is now a core competency.
Justifying a strategic B2B initiative that reaches beyond the organization's four walls is especially critical. It encompasses integration of your major information systems to give your company the secure foundation needed to collaborate effectively with customers, partners, and suppliers. With so much at stake, the business case will come under rigorous scrutiny from senior executives and business managers at your company. Following these nine steps will assist you in building a comprehensive business case for B@B integration which can help increase your chance of gaining approval.
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1) A McKinsey survey found that companies using web technologies intensively gain greater market share and higher margins compared to companies with more limited usage.
2) These "networked enterprises" use collaborative web 2.0 technologies to connect employees and extend their reach to customers, partners, and suppliers.
3) The survey data showed that fully networked enterprises were more likely to be market leaders, gain market share, and have higher margins than peers using web technologies in more limited ways.
Lcty (Get Social) 2011 Keynote Pc March 2011pchandor
This document provides an overview of social business and how organizations can leverage social technologies. It discusses that the world is becoming more instrumented, interconnected and intelligent. A social business embraces networks of people to create value by being engaged, transparent and nimble. Examples are provided of how companies have driven value through social business approaches. An IBM social business framework and toolkit are outlined to help organizations transform into social businesses.
According to Gartner, 70% of social implementations fail because they lack a business purpose. When it comes to harnessing the power of social software, a focus on business value is required. This whitepaper defines a strategic framework for gaining business value from social software. It outlines six successful rollout strategies. Each of the six approaches delivers different business results, and has a different level of risk. And most importantly, each has different requirements to succeed. To be successful with social software, you need to choose the rollout strategy that is best for your organization, and understand its requirements for success.
Learn about Linux in a Private Cloud with Social Business on System z.Learn how Social Media transforms the way we live and do Business. For more information, visit http://ibm.co/PNo9Cb.
This document provides updates and tips for social media marketing. It discusses setting up a content marketing program with regular blog posts. It promotes embedding videos in blogs and using Twitter to share interesting facts from reports. Mobile apps and curating factoids are also presented as ways to engage customers. An alumni company, Wirehead Technology, is featured for its curated mobility blog.
Balancing of Candy & Aspirin - Article from KW World October 2008 addressing the right balance between the exciting new opportunities of Web 2.0 and the need to apply compliance management to it.
Virtual Collaboration Insights From Ibm March24Jeanne Murray
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.
This document summarizes a study on harnessing Web 2.0 tools for business-to-business marketing. It reviews relevant literature and reports findings from interviews with Finnish industrial firms. The study finds that while Web 2.0 provides benefits like strengthening customer relationships and lead generation, its use for B2B marketing is still low. Common Web 2.0 tools examined include blogs, social networks, online communities, and content aggregators. The major obstacles to Web 2.0 adoption are a lack of understanding of its benefits and concerns about losing control of online discussions.
This document discusses how HR functions can adapt to embrace Web 2.0 technologies and practices. It notes that the new generation of internet users expect to be able to collaborate and share information easily. HR processes like recruitment, training, and communication can be improved through the use of tools like social networks, blogs, wikis and more. The HR department has an important role to play in guiding the company's adoption of Web 2.0 and helping the organization transform its culture to be more open, collaborative and transparent.
Social networking in the Enterprise by Manfred StadlerIBS Bulgaria
Social networking in enterprises is growing as collaboration and innovation become increasingly important. Surveys found that over two-thirds of companies benefit from social networking through more innovative products and services, effective marketing, access to knowledge, lower costs, and higher revenues. Many companies plan to increase investments in social networking tools over the next three years. IBM's social collaboration products like Lotus Connections have over 7 million users and a third of Fortune 100 companies are customers, demonstrating the growing adoption of social networking in businesses.
IBM defines social business as embracing networks of people to create business value by deepening client relationships, driving operational effectiveness, and optimizing the workforce. IBM delivers social business solutions through LotusLive, its cloud-based social business platform, to help customers solve business problems faster and smarter. LotusLive provides collaboration tools like files, meetings, events, and communities to extend the enterprise beyond its boundaries to partners and customers in the cloud.
The document discusses IBM's social business cloud solutions and how they enable businesses to embrace social networking to create business value by deepening customer relationships, driving operational effectiveness, and optimizing workforces. It provides examples of how IBM customers like Bumbu Desa restaurants and Shriram Transport Finance Company have leveraged IBM's LotusLive social business tools in the cloud to improve collaboration and communication.
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Whitepaper: Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
1. CIO White Paper
Web 2.0 @ work: how CIOs can help drive business
returns by improving organizational effectiveness
January 2009
2. January 2009
Web 2.0 @ work: how CIOs can help drive
business returns by improving organizational
effectiveness
Without access to historical information, organizations today would be severely limited
in their ability to make informed, appropriate decisions regarding even the most basic
aspects of their business. However, the challenges encountered during attempts to
gather, codify and distribute this knowledge can be daunting. The answer for many
organizations and their CIOs is Web 2.0 adapted for business—a rich social network-
ing environment that provides secure and integrated collaboration tools which allow
employees to harness the total knowledge of the extended enterprise.
Jim, a sales rep, is updating the company’s customer rela- The four keys to success
tionship management (CRM) application with the success-
IBM has uncovered four keys to a successful, sustainable
ful results of his recent meeting. The customer wants to
Web 2.0 initiative for business growth.
move quickly and receive a proposal within the week. As
Jim completes the update, something unusual happens.
1. Put business first
A screen pops up, displaying a list of people at his com-
To be valuable to the people who will be using them, an
pany who have experience with customers that are in the
organization’s Web 2.0 tools need to work in ways that
same industry or have similar product and service needs.
users already work, in situations users are likely to find
When he moves his mouse over the name of one particu-
themselves.
lar colleague, Barb, he sees a listing of previously created
proposals similar to the one he needs to create, along 2. Embed the tools
with documents describing win plans and Barb’s blog A strategy of embedding Web 2.0 tools into existing appli-
entries on successful strategies and services for similar cations and processes solves two key challenges to social
customers. Jim clicks on Barb’s picture to call her or, if she networking initiatives in many organizations: adoption
is online, send her an instant message. resistance and the realization of measurable benefits.
Enabling innovation 3. Focus on roles
Role-based tools can break down traditional organization
According to CEOs around the world, innovation is a cru-
barriers of department, geography and procedure to allow
cial component of today’s adaptable enterprise. A recent
users unfettered access to sources of expertise and infor-
IBM CEO study revealed innovation, along with global inte-
mation that would otherwise not be discovered as quickly,
gration and a disruptive business model, to be among the
if at all.
key traits of the Enterprise of the Future.1 As to how that
innovation will take place—CEOs include collaboration and 4. Foster a collaborative culture
the use of Web 2.0 tools at the top of the list.2 To encourage employees to adopt social networking, key
behaviors—such as sharing of expertise and reuse of
existing corporate assets—need to be incented by the
organization.
3. The result: a more adaptable With these components as a framework, IBM has created
enterprise a first-of-a-kind ROI model for collaboration, showing the
benefits of Web 2.0 that result from the interactions of
According to the IBM Global Human Capital Study 2008,
roles in the organization.
the following are characteristics of companies that are
“very capable of adapting to changing business
For more information
conditions”:
To obtain a copy of the full white paper Web 2.0 @ work:
how CIOs can help drive business returns by improving
G Able to predict future skills
organizational effectiveness—or to learn more about Web
G Effective in locating experts 2.0, IBM’s Web 2.0 Goes to Work initiative, or IBM’s prod-
G Effective in collaboration.3 ucts and services for social networking, please contact
As has been illustrated, a thoughtful, business-oriented your IBM marketing representative or IBM Business
Web 2.0 implementation is highly capable of helping Partner, or visit the following Web site: ibm.com/cio/
organizations realize these characteristics of adaptability. empower
Other potential benefits include shortened time-to-market
horizons, facilitation of successful change and improved Additionally, IBM Global Financing can tailor financing solu-
operating efficiency. tions to your specific IT needs. For more information on
great rates, flexible payment plans and loans, and asset
The ROI of Web 2.0 buyback and disposal, visit: ibm.com/financing
Based on both extensive internal experience and experi-
ence implementing Web 2.0 strategies for clients, IBM has
uncovered four dimensions to the ROI of Web 2.0:
G Improved growth through innovation
G Faster task execution
G Improved efficiency
G Increased empowerment of key resources.
4. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
Introduction
Contents
At noon on Tuesday, Jim, a sales rep in California, is updating the company’s
4 Introduction customer relationship management (CRM) application with the successful results
5 Leveraging the potential of of his recent meeting with a new customer. The customer wants to move quickly
people
and receive a proposal within the week for a number of products and services.
6 Enabling CEO objectives
6 The answer lies with people
8 The four keys to As Jim completes the update, something unusual happens. A screen pops up,
implementation success displaying a list of people at his company—some he knows, and some he does
11 The result: a more adaptable not. The screen indicates that these people have experience and ongoing rela-
enterprise tionships with customers that are in the same industry, and have similar product
12 The ROI of Web 2.0
and service needs, as Jim’s new customer.
14 IBM can help
15 For more information
When he moves his mouse over the name of one particular colleague, Barb, he
sees a listing of previously created proposals similar to the one he needs to cre-
ate, along with documents describing win plans and Barb’s blog entries on suc-
cessful strategies and services for similar customers. Jim clicks on Barb’s picture
to call her or, if she is online, send her an instant message. If Jim does not know
Barb, and wants an introduction, he can click on the special icon to show the
members of his personal network and their relationships with Barb.
This scenario is real. What makes it truly remarkable is its effortlessness. Because
the critical links to people, their skills, their writings and their relationships are
embedded in the application Jim is already working with, he does not even have
to click his mouse to have all the information he needs presented to him—ready
to leverage for his success.
4
5. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
Leveraging the potential of people
Without access to historical information, organizations today would be severely
Web 2.0—adapted for
business—can power a rich limited in their ability to make informed, appropriate decisions regarding even the
social networking solution, most basic aspects of their business. Since this historical knowledge can reside
making it easier for in many places, with many people, in both written and experiential form, the chal-
organizations to innovate and lenges encountered during attempts to gather, codify and distribute this knowl-
succeed. edge can be daunting.
What organizations need is a social collaborative engine to identify and connect
employees, partners and customers—so that the company’s experience and
knowledge can be most effectively leveraged. The collaborative engine should be
one that can adapt itself easily to the way individual users work, be accessible
from within a user’s everyday business tools and tap into sources as varied as
global customer account lists and the sales experience of a single employee.
The answer for many organizations and their CIOs is Web 2.0. In particular,
Web 2.0 adapted for business—a rich social networking environment that pro-
vides secure and integrated collaboration tools which allow employees to harness
the total knowledge of the extended enterprise.
5
6. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
Enabling CEO objectives
According to CEOs around the world, innovation is a crucial component of
today’s adaptable enterprise. In fact, a recent IBM CEO study revealed innovation
“beyond customer imagination,” along with global integration and a disruptive
business model, to be among the key traits of the Enterprise of the Future.4 As to
how that innovation will take place—CEOs include collaboration and the use of
Web 2.0 tools at the top of the list.5
This is good news for CIOs. There is no C-level executive in a better position to
influence and facilitate his or her organization’s collaboration efforts. Within the
office of the CIO lies a unique combination of expertise, experience and techno-
logical tools that is superbly suited to fostering the type of collaboration and
interaction that result in innovation and efficiencies that can create a sustainable
competitive edge for the enterprise as a whole.
The answer lies with people
Most organizations already contain within them the key enablers of their own suc-
cess: their people. Employees, suppliers, even customers throughout an organi-
zation’s sphere of influence are ready and willing to support the organization’s
innovation and growth. In many cases, all that is lacking is the framework in
which these people can contribute.
Web 2.0 is such a framework. With its tools and methods for interacting, collabo-
rating and creating, social networking helps create an environment that sparks
innovation and efficiency. Social networking can help break down departmental or
geographic barriers, shifting the emphasis from traditional focal points such as
business processes and moving to an area that has been largely unleveraged—
the interactions and relationships between people.
6
7. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
Current State Web 2.0-enabled social networking
P d
Product
CRM with experts
e
“expert links”
Sales
Customer Sales Customer
Expertise
engine
Rewards
S ifi
Specific for
“Known” Sponsored
S sales assisting
colleagues external experts
e sales
“Friend” “Friend”
c
community
What goes on in the interactions and relationships between the people of an organization provides a
unique opportunity for differentiation and success. This is the opportunity a good Web 2.0 initiative will
capture.
What is needed is not Web 2.0 in any form, however. As some organizations are
already discovering, out-of-context YouTube-type implementations have limited
value to brokerage houses, airlines, government offices or manufacturers. To
achieve full potential, business-oriented Web 2.0 initiatives are needed. These
initiatives—known as social networking—create and distribute strategic, secure
and repeatable tools that provide users with real-time access to relevant, trusted
information, applications and people that are presented based on the user’s role,
expertise or preferences. When access to the right people and the right informa-
tion is speeded up, and information overload is reduced, users can be more
productive, more creative, more innovative.
More good news for CIOs: with the exception of generic Web-based services
such as search engines and instant messaging, only about one in four employees
is currently taking advantage of Web 2.0 tools.6 This makes Web 2.0 a wide-open
opportunity for CIOs who are looking to make a measurable positive difference
for their enterprise and its business objectives. Web 2.0 is also currently a
stand-out on the radar of CEOs and other C-level executives because of the
7
8. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
technology’s potential to deliver a combination of innovation and efficiency that
can otherwise be hard to achieve in today’s shifting global economy. These exec-
utives are willing to spend money on Web 2.0 initiatives, while looking to cut
costs elsewhere, and they are willing to lend their support to efforts to expand
Web 2.0 usage throughout the organization.
Add to the above the inherent popularity of Web 2.0 tools with the people who
will be using them—as evidenced by the meteoric growth of implementations
such as YouTube—and the rapid expansion of social networking tools to include
items such as enterprise content management, expertise identification engines
and social network analysis, and it is not difficult to see why social networking
may represent a true breakout opportunity for many of today’s organizations.
The four keys to implementation success
A recent survey published in The McKinsey Quarterly reveals that thoughtful,
effective implementation is crucial to a successful Web 2.0 initiative.
Organizations with a comprehensive plan for business-oriented use of Web 2.0
tools are far more likely to be satisfied with those tools, and continue to use
them, than organizations that proceeded without a plan.7
Based on extensive experience with Web 2.0 tools, plans and strategies, both
internally and for its clients, IBM has uncovered four keys to a successful, sus-
tainable social networking initiative for business growth.
1. Putting business first
Making Facebook-type tools available in a business setting is not enough.
Selecting and adapting the Web 2.0 tools in an organization’s implementation is
perhaps the single most important thing a CIO can do to help ensure the
initiative’s success.
8
9. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
To be valuable to the people who will be using them, an organization’s Web 2.0
To realize all the benefits of a
Web 2.0 implementation, tools need to work in ways that users already work, in situations users are likely
CIOs will want to work in to find themselves. For example, human resources specialists looking to fill open
concert with representatives positions would find it extremely helpful to have the organization’s internal profile
from key lines of business database automatically load, search and display whenever they enter the param-
throughout the organization. eters of the open position into their usual software. That way, the organization
can locate and leverage talent from within, without prohibitive additional expense.
To achieve this tight integration of tools and situations, CIOs often partner with
representatives of key lines of business and major functional areas to understand
the roles and related processes that have the greatest opportunity to benefit from
social networking.
2. Embed the tools
As the above begins to suggest, having an organization’s Web 2.0 tools inte-
grated into its everyday work processes and applications is another key to suc-
cess. Referring back to the example at the beginning of this paper, Jim did not
have to search for documents or people or open an instant messaging window.
He did not have to manually launch an additional application. All of these actions
were automatic in the context of his actions and the applications he was already
using.
The strategy of embedding Web 2.0 tools into existing applications and
processes solves two key challenges to social networking programs in many
organizations: adoption resistance and the realization of measurable benefits.
While employees may currently use Web 2.0 tools such as Facebook in a per-
sonal setting, many do not and cannot understand the technology’s potential for
use in business. The technology is often viewed as “something my kids do,” or
something that will take too much time to learn. By embedding social networking
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10. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
tools in the applications and processes of daily business, CIOs can make it
possible for employees to adopt Web 2.0 tools without ever making a deliberate
decision to do so. Referring again to the example at the beginning of this paper,
Jim did not have to decide to search for RFPs or people profiles. It was taken
care of for him, making the tools almost impossible not to adopt—and their
resulting benefits almost impossible not to realize.
3. Focus on roles
Until recently, most organizations have been process-oriented, focusing their
internal improvement efforts on business process re-engineering to increase effi-
ciency and reduce costs.
As core processes are ever more successfully consolidated, however, the CEO is
looking for new approaches that can continue to drive efficiencies and innovation.
An emphasis on roles can be the new approach CEOs are looking for. Role-
based tools, for example, can break down the traditional organizational barriers
of department, geography and procedure to allow users unfettered access to
sources of expertise and information that would not be discovered as quickly, if at
all, using traditional business processes. Role-based tools such as social net-
working empower connections and innovation and are, therefore, more likely to
be supported and funded by management—and more likely to provide employ-
ees with new ways of getting things done more efficiently.
4. Foster a collaborative culture
If an organization wants its employees to change the way they interact, the
organization needs to incent the new behavior. For example, if an organization
wants employees to be willing to serve as “go-to” people for information and
experience regarding a certain client, process or document—taking time away
from more traditional processes and roles—the organization needs to reward
those people for doing so.
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11. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
Working in concert with business lines and human resources, CIOs can use orga-
The potential benefits of a
Web 2.0 initiative include nizational network analysis and other techniques to identify those employees who
more effective collaboration, can serve as both information and knowledge “hubs” and “early adopters” of the
shortened time to market and social networking tools. A change management effort can then be organized to
improved operating efficiency. introduce the new tools to the rest of the organization and incent their adoption.
Key behaviors that should be incented include sharing of expertise and knowl-
edge and reuse of existing corporate assets such as proposal templates, client
presentations and other marketing and sales materials. Incenting these behaviors
within a social networking framework can be accomplished relatively easily, since
the tools themselves—such as tagging, search engines and rating systems—offer
built-in usage tracking.
The result: a more adaptable enterprise
According to the IBM Global Human Capital Study 2008, the following are char-
acteristics of companies that are “very capable of adapting to changing business
conditions”:
G Able to predict future skills
G Effective in locating experts
G Effective in collaboration.8
As this white paper illustrates, a thoughtful, business-oriented Web 2.0 imple-
mentation is highly capable of helping organizations realize the characteristics of
adaptability. Other enterprisewide potential benefits include shortened time-to-
market horizons; facilitation of successful change through the automatic dissemi-
nation of knowledge, experience and skills; and the improved operating efficiency
that can come from fully leveraging the organization’s human capital within the
context of a business application or process.
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12. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
The enterprisewide benefits can also extend to the organization’s relationship with
its customers. Through external blogs and other user-generated content sites,
almost every company is already being talked about on the Web. Successful
social networking implementations can help an organization leverage that Web
“talk” to provide a trusted, third-party source of information on the company, its
products and its services—thereby increasing brand trust and sales, establishing
a new source of customer interaction and creating a sustainable point of compet-
itive differentiation.
Individual employees can benefit, as well. Morale and retention rates may
increase as users find their days to be more enjoyable and more productive. The
pace of learning can increase as users easily find and exchange ideas with
experts from across the organization and its extended value chain. Mistakes can
be avoided, duplicate tasks combined, work quality improved and new opportu-
nities for professional growth uncovered.
The ROI of Web 2.0
The recent Web 2.0 survey published in The McKinsey Quarterly revealed that
one of the biggest barriers to Web 2.0 adoption by organizations is the inability
of management to grasp the potential financial returns.9 Put another way, CIOs
will need to present C-level executives and line-of-business managers with a
business case that both positions social networking within the context of the
organization’s business goals and objectives and includes a discussion of return
on investment (ROI).
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13. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
Based on both extensive internal experience and experience implementing
Web 2.0 strategies for clients, IBM has uncovered four dimensions to the
ROI of Web 2.0:
Improved growth through Means G Faster response to customer-facing issues
innovation G Improved effectiveness of intra- and
intercompany communications
G Natural “economy” of finding and valuing
ideas.
Faster task execution Means G Location of the right person in the context of
specific work
G Quicker access to best practices in the con-
text of a specific activity
G Ability to route and share information in
resolving issues.
Improved efficiency Means G Reduced recruiting costs for expertise that is
already available within the company
G Reduced rework on overlapping projects
G Improved compliance via the use of an inte-
grated set of tools versus disparate Web
applications.
Increased empowerment of Means G Greater leveraging of key experts across the
key resources organization
G Improved retention of younger employees
G Faster development of high-performing
resources.
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14. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
With these components as a framework, IBM has created a first-of-a-kind ROI
model for collaboration. This model shows the benefits of Web 2.0 that result
from the interactions of roles in the organization—the collaborations-focused
equivalent of the process model for ROI. For greater efficiency, these role interac-
tion patterns are visible, repeatable and measurable.
IBM can help
Developing a thoughtful, thorough, secure Web 2.0 implementation plan for
business is not an easy task. Along with technological knowledge, CIOs need to
include everything from a Web 2.0 primer and the cultural implications of collabo-
ration to a detailed business case in order to get the requisite executive approval.
For CIOs who wish it, IBM can bring its significant experience, along with special
assets such as a measureable ROI model, to the table.
IBM was the first to develop and release a business-oriented platform for socially
connected computing—IBM Lotus® Connections. Drawing on experience gained
by creating and adapting Web 2.0 tools, first for IBM’s own employees and then
for clients in a variety of industries, the latest release of Lotus Connections (2.0)
was judged to be still the best platform at the Enterprise 2.0 Conference 2008.10
IBM Lotus Atlas and Quickr™ are now available to provide extended social net-
working capabilities.
IBM also has a special initiative underway entitled Web 2.0 Goes to Work.
This initiative is specifically designed to help organizations bring the value of
Web 2.0—such as easy access to information, rich browser-based applications,
social networking and collaborative software—into the enterprise in a secure and
reliable manner.
Further, special IBM engagements that focus on Quickr assessments, pilots, ROI
and large-scale social networking implementation are also available.
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15. Web 2.0 @ work: how CIOs can help drive business returns by improving organizational effectiveness
For more information
To learn more about Web 2.0, IBM’s Web 2.0 Goes to Work initiative, or IBM’s
products and services for social networking, please contact your IBM marketing
representative or IBM Business Partner, or visit the following Web site:
ibm.com/cio/empower
Additionally, IBM Global Financing can tailor financing solutions to your specific IT
needs. For more information on great rates, flexible payment plans and loans,
and asset buyback and disposal, visit:
ibm.com/financing
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