Evolution of Social Software in IBM


Published on

Evolution of Social Software in IBM according to me. I created the presentation to show how research contributes to IBM software products and help explain the potential interactions between IBM and Academia.

Published in: Technology, Business
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Evolution of Social Software in IBM

  1. 1. University Seminar “Evolution of Social Networking in IBM” Chris Sparshott, IBM Social Software
  2. 2. Things Change “I think there is a world market Thomas Watson, chairman of IBM, 1943 for maybe five computers.” “Computers in the future may weigh Popular Mechanics, 1949 no more than 1.5 tons. ” “There is no reason anyone Ken Olsen, founder of DEC, 1977 would want a computer in their home. ” “640K ought to be enough Bill Gates, 1981 for anybody. ”
  3. 3. Agenda • IBM Research • Evolution of Social Networking (in IBM) • Opportunities • Questions
  4. 4. History of IBM Innovation Lasik technology 4
  5. 5. History of IBM Innovation Lasik technology 5
  6. 6. Centre for Social Software • Centre of excellence for social software research • Key research goal: promote “venture research,” based on scalable internal and external deployment • Headquartered in Cambridge, MA, USA • Local programs in first year include Corporate Residency Program, year-round internships and public speakers series • Globally, the center is a focal point for social software research and development. It is a partnership of IBM Research, IBM Global Business Services, IBM Software Group and IBM’s CIO office.
  7. 7. Internship Opportunities Michael Muller, IBM Researcher
  8. 8. Smarter Planet Intelligent Smart energy Smart retail Smart traffic Smart food Smart oil field grids systems systems healthcare technologies Smart water Smart supply Smart Smart Smart Smart cities management chains countries weather regions
  9. 9. Vision of Service Science “The vision of service science is to discover the underlying principles of complex service systems” We don’t have a roadmap for investment e.g. if I put 80% of my investment in a service no way of knowing or predicting the performance improvements.
  10. 10. Evolution of Social Networking in IBM
  11. 11. Evolution Roadmap 10. Beehive for Lotus Connections *1 11: Virtual 8. Atlas for Lotus World (MUVE) Connections integration 9. Beehive *1 6. Smallblue 4. Dogear 7. Lotus Connections 5. Fringe 2. Domino and Lotus Notes 3. Bluepages 1. NOSS / Mainframe 11 *1 Chris’ best guess
  12. 12. 1. Mainframe Email, calendars, communities, corporate directory lookup
  13. 13. 2. Domino and Lotus Notes Corporate directory went into a domino directory RAD development environment Intranet userid and password was born Enhanced corporate directory became a possibility
  14. 14. 3. Bluepages Combined (mashed-up) * Mainframe / HR * Lotus Domino * Unstructured data * Applications * Bespoke Solution
  15. 15. 4. Dogear IBM Research on Tagging • Using Social Tagging to Improve Social Navigation – David R Millen and Jonathan Feinberg • Supporting social search with social bookmarking – David R Millen, Steve Whittaker**, Meng Yang, Jonathan Feinberg (** University of Sheffield) • Dogear: Social Bookmarking in the Enterprise – David R Millen, Jonathan Feinberg, Bernard Kerr
  16. 16. Dogear Analysis: Return On Contribution is a ratio of benefit divided by cost Benefit Return on Contribution (ROC) = Cost *No direct monetary costs the metric is therefore based on people *Assume employees make appropriate and strategic use of available collaborative resources Number of people who benefit from a resource Return on Contribution (ROC) = Number of people who create or contribute to that resource
  17. 17. Dogear: Return on Contribution Measure Social-Bookmarking Consumers 10896 Bookmark -Originators 4213 Return on Contribution 2.59 (Consumers) Consumers 10896 Return on Contribution (ROC) = = = 2.59 Originators 4213 * Some consumers may also be originators (Michael Muller’s research)
  18. 18. 5. Fringe (Bluepages + Dogear)
  19. 19. 6. SmallBlue Value of Social Networks A Large Scale Analysis on Network Structure Impact to Financial Revenue of Information Technology Consultants http://smallblue.research.ibm.com/
  20. 20. Objective • To estimate the value of social networks. • How does social capital influence productivity • Study in depth how information workers obtain information through various communications channels and social networks • To measure the impact to revenue at the personal and project level of the information workers
  21. 21. Who did IBM study? IBM Global Services Business Consultants
  22. 22. What is the role of a Consultant Perform high quality project work Delight the customer Generate repeat business Make $ for IBM (…and to stay off the bench)
  23. 23. What was measured? • 2600 IBM Global Business Services consultants over 2 years (2006-2008) • Across 70 Countries • Derive the network of 350k employees • Overall observation of 10k consulting projects
  24. 24. What was measured? Why is this important? People interaction Exact time of interaction Emails, Content exchanged Instant messaging
  25. 25. What was measured? • Detailed and objective performance measurements of the consultants • Number of billable hours • Number of projects • Revenue generated • Explore relationship between social network and productivity of those consultants
  26. 26. Conducted 15 intensive interviews Efficient access to information Timely access to valuable information results in higher quality decision making
  27. 27. Results • The value of each person in your address book is $948 • When friends of your friends are not friends of each other or belong to the same social group. = 276.64 % increase in monthly revenues • One strong link to your manager is worth $588.2 /m • One weak link to your manager costs $98.48 /m • Having managers in a project is correlated with team performance initially. • Too many managers in a project is negatively associated with team performance. • Strong ties to executives is positively correlated. • Attributes of your network human capital, power and status have a unique relationship with work performance
  28. 28. Results • Optimal team composition is not to have all super stars, but complementary team members with a few information keepers who are in the middle of information highway. • Start to better understand that composing a project team with desirable network characteristics is instrumental to the project success and work performance of the individual team members Closer connection to specialist information reduced the impact of distortion • No performance relationship for – access to different divisions – access to different geographical locations gender distribution –
  29. 29. Results SmallBlue Large-scale knowledge and social network analysis search engine
  30. 30. SmallBlue components Personal social network Organizational social management network analysis tool Is this the ‘best’ person to approach Find expertise in your and how? extended network
  31. 31. Find a skill
  32. 32. Top 100 results in How do you choose who to connect a ranked order with? Use the Social Dashboard (Reach)
  33. 33. Community, results of a find search, Social path or Dogear tag
  34. 34. Analyse a person
  35. 35. My Network (Ego)
  36. 36. 7. Lotus Connections Bluepages and Dogear (Fringe) becomes productised
  37. 37. 8. Atlas SmallBlue becomes productised with Lotus Connections
  38. 38. Information is pulled from Lotus Connections rather than Bluepages
  39. 39. 9. Beehive
  40. 40. What is Beehive? Opt-in social networking site Profiles – self-branding Shared content – connecting •photos, lists, events relationship building Social interaction People discovery and awareness On boarding people sensemaking Staying connected
  41. 41. Beehive Profile Page people you are connected to in beehive share photos of family, friends, holiday, IBM create, invite and events… keep it attend virtual clean events or combine these with F2F meetings. use them for informal brainstorming hive5s are list of 5 things, such as “5 things to details from do for your your BluePages PBC” profile
  42. 42. Beehive Profile Page talk about yourself what is happening in your network; leave how many comments too photos, hive5’s, events, connections you have
  43. 43. Usage Statistics social sharing is welcomed at work  6500 people created profile pages 8000 photos 3500 lists 350 hosted events
  44. 44. Evolution Roadmap 10. Beehive for Lotus Connections *1 11: Virtual 8. Atlas for Lotus World Connections integration 9. Beehive *1 6. Smallblue 4. Dogear 7. Lotus Connections 5. Fringe 2. Domino and Lotus Notes 3. Bluepages 1. NOSS / Mainframe 77 *1 Chris’ best guess
  45. 45. Networks are important
  46. 46. Opportunities • PhD internships • Internships • Speaking engagements • Software pilot partners • Software for education
  47. 47. Is it question time? (or Sametime 3D video)
  48. 48. Thank you Think
  49. 49. Connect? Chris Sparshott (Sparkbouy) spa rkbouy@gmail.com Portfolio http://w ww.slideshare .net/s pa rkbouy/slideshow s Blog http://c hriss pa rshott.com IBM chris _spars hott@nz.ibm.com