Session 2068 Business Value from SOA and Web 2.0: Innovation, Relationships and ResultsJeanne MurrayProgram Manager, Social Software and EnablementIBM Software Group
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Adopting Web 2.0 for business value
• Understanding the business imperatives
• Changing the way we work
• Driving business value: innovation, relationships, results
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Why use Social Software in your business?Empower people to share their knowledge and expertise
Enable people to discover information quickly and easily
Find and connect with the right experts fast
Work together virtually without flying in for face to face meetings
Connect everyone to your customers and partners
Innovate your products and services, entering new markets and gaining new potential
customers
Anticipate change faster than your competition
Be Change-Ready
Integrate Globally
Lead in Innovation
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CEOs: The enterprise of the future
Globally integrated
3Hungry for change
1Disruptive by nature
4Genuine, not just generous
5Innovative beyond customer imagination
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2008 IBM Global CEO StudyThe Enterprise of the Future
www.ibm.com/enterpriseofthefuture
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Business needs driving change
Data is exploding and is in silos
New business & process demands
Our resources are limited
My infrastructure is inflexible and costly
SmartWorkSmartWork
Green & Beyond Green & Beyond
New Intelligence
New Intelligence
Dynamic Infrastructure
Dynamic Infrastructure
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A “new world of work”
IBM is in 170 countries, with 350K+ employees worldwide
More than 40% regularly work away from traditional IBM offices
73% of managers have remote employees
24 x 7 x 365 - transforming “Work/Life Balance” to “Work/Life Integration”
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Multigenerational workforce challenged by communication
Source: “The Multi-Generational Workforce Challenge (2008)”
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Participation influencing business process
Intranet
Public
spacesFirewall
Clients
Partners
Employees
• Find, discover
• Know, contribute
• Develop trust, credibility
Social search
Clients and Partners
• Find, discover
• Know, contribute
• Develop trust, credibility
Profiles
Public Conversations
Communities and Teams
Meetings
Business Processes
Experts
Experts
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Adopting Web 2.0 for business value
• Understanding the business imperatives
• Changing the way we work
• Driving business value: innovation, relationships, results
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Collaboration driving business value
Enabling people to work smarter together
Unlocking innovation through broad participation
Fostering deep insightful relationships
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Collaborative development & delivery• Global iterative software development
– Code, designs, ideas shared across development locations– Getting it right the first time vs getting it better over time
• Value with speed of execution– Better insight into what customers need– More successful deployments through ww labs – “The virtual genius” – the cumulative knowledge of many
• Collaboration across the industry – Open standards, open source, community involvement– Market input to technologies in development– Collaboration with customers and partners
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24x7 global project execution• Real-time communication
– Instant messaging– Internal “Twitter”– Web conferencing– Virtual worlds
• Information repositories– Document creation and delivery– Meeting scheduling and management– Code development and delivery
• Knowledge indexing– Tagging– Social bookmarking– Search
• Employee profiles– Contact info, org charts– Project experience, skills– Networks and interests
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Collaboration 2.0 available
• Profile: 515k profiles on bluepages; 6.4M+ searches per week
• Communities: 1,800+ online communities w/147k members and 1M+ messages
• WikiCentral: 25K+ wikis with 320K+ unique readers
• BlogCentral: 62k users; 260k entries; 30k tags
• Dogear: 580k bookmarks; 1.4M tags; 20k users
• Activities: 50k activities, 425k entries; 80K users
• Instant Messaging: 4M+ per day
Collaboration 2.0 available
• Profile: 515k profiles on bluepages; 6.4M+ searches per week
• Communities: 1,800+ online communities w/147k members and 1M+ messages
• WikiCentral: 25K+ wikis with 320K+ unique readers
• BlogCentral: 62k users; 260k entries; 30k tags
• Dogear: 580k bookmarks; 1.4M tags; 20k users
• Activities: 50k activities, 425k entries; 80K users
• Instant Messaging: 4M+ per day
UsageUsage
• Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year
• $700K savings per month in reduced travel
• Significant reduction in phonemail, email server costs
• Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year
• $700K savings per month in reduced travel
• Significant reduction in phonemail, email server costs
Social software in action at IBM
Return on InvestmentReturn on Investment
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Fostering community
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Adopting Web 2.0 for business value
• Understanding the business imperatives
• Changing the way we work
• Driving business value: innovation, relationships, results
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Gaining value from the social network
• A social network is a network of people
• But it is not about the people themselves …
value is in the relationship – and the reciprocal activity of giving and receiving
• The value is in the weak ties
“enterprises are looking at how they can harness the hierarchy-flattening,
information-sharing, teambuilding power of social networks” (Deloitte)
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Finding expertise in the network
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Social paths help broaden reach
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Visualization aids understanding
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Example: Value to sellers
Team members seek ideas/expertise
from people external to the team
Team members seek ideas/expertise
from people external to the team
Diverse perspectives valued
Diverse perspectives valued
Denser social networks
Denser social networks
Team members work together to
ensure the client is successful
Team members work together to
ensure the client is successful
Team communicates well
on client activities/issues and
how to respond
Team communicates well
on client activities/issues and
how to respond
FindExpertise
FindExpertise
DevelopRelationships
DevelopRelationships
DiscoverExisting
Knowledge
DiscoverExisting
Knowledge
ShareInformation
ShareInformation
Know where to look for expertise and
aid
Know where to look for expertise and
aid
Establish long termnetworks of
expertise
Establish long termnetworks of
expertise
Discover and reuse existing knowledge,
or expertise
Discover and reuse existing knowledge,
or expertise
Become a network resource;
collaborate on more deals
Become a network resource;
collaborate on more deals
Improve productivity;
focus on client success
Improve productivity;
focus on client success
Build relationships to experts and
resources
Build relationships to experts and
resources
Increase efficiency through knowledge
reuse
Increase efficiency through knowledge
reuse
Reinforce value of Team IBM
Reinforce value of Team IBM
Value toSeller
BusinessImpact
High-Performing Team Attributes
Seller Activities
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Study finding: Members of high performing teams use social software more than low performing
Sales Performancedatabase
Low-Performing
High-Performing
Social SWUsers
NonUsers
$ $
Social SW UsersNon Users
Low-perfoming SW sales teams
High-perfoming SW sales teams
$
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Summary: Value to the business• Business opportunity
– Value from openness and transparency
– Surfacing skills and knowledge
– Global execution
• Organizational effectiveness
– The best skills on the job
– Process revealed
– Productivity and performance
• Employee flexibility
– Location
– Growth opportunities
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Fostering collaboration in IBM• Identify use cases, best practices
and tools – by role, by task
• Make it easy to get started– Share tools, enablement
materials, best practices
• Generate “buzz”– Share the vision– Communicate success
stories
• Tap key influencers as early adopters– Grassroots evangelism
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Driving adoption of social software
...in 45 Countries
600+ Ambassadors...
“Volunteer Army” of Social Software Ambassadors IBMers helping other IBMers
Clinics – help individuals get started 1:1
“Lunch & Learn” sessions
“Jumpstart” consulting
Drive change tops down, bottoms up, sideways…
encourage experimentation
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Enablement approach
Live Sessions On-DemandSelf-paced
CommunityDriven
Integrated with Existing Tools
Create and implement training programs as well as ad-hoc support Recruit and Enable BlueIQ Ambassadors (600+ worldwide) Reverse mentoring of senior leaders Share metrics and Success Stories Reward contributions
Create and implement training programs as well as ad-hoc support Recruit and Enable BlueIQ Ambassadors (600+ worldwide) Reverse mentoring of senior leaders Share metrics and Success Stories Reward contributions
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Lessons learned in enterprise social software adoption
What Works:
• Lead with use cases and success stories – by role, by task
• Modular enablement – mix and match – lightweight and in multiple formats
• Volunteer ambassadors who are motivated by passion & validation
• Reward systems – formal, informal, fun
• Multiple approaches to experiencing social software
– Injecting social software into existing tooling as well as using new
– Emphasizing all levels of participation
What Does Not Work:
• Leading with tools discussion – instead relate to user tasks
• Evangelizing without context – instead use use cases and success stories by role
• Living in the echo chamber – recognize what's not “obvious” knowledge to the audience
• Forgetting there's no clean slate – approach must accommodate multiplicity
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