inovação no dna corporativo: case ibm
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Apresentação sobre Inovação no MBA da Dom CabralTRANSCRIPT
© 2011 IBM Corporation
Inserindo inovaInserindo inovaInserindo inovaInserindo inovaçççção ão ão ão
no DNA Corporativo:no DNA Corporativo:no DNA Corporativo:no DNA Corporativo:o caso IBMo caso IBMo caso IBMo caso IBM
Cezar TaurionExecutivo de Novas TecnologiasTechnical Evangelist
© 2011 IBM Corporation2 IM AR
© 2011 IBM Corporation3 IM AR
The US Patent and Trademark Office awarded IBM in 2010, for a total 5,896 patents. There are only 261 days in a typical working year, making the per-day totals for IBM : 22.6
Inovação na IBM
The top-10 receivers of patents in 2010, according to IFI Claims Patent Services:1. IBM (5896); United States2. Samsung (4551); South Korea3. Microsoft (3094); United States4. Canon (2552); Japan5. Panasonic (2482); Japan6. Toshiba (2246); Japan7. Sony (2150); Japan8. Intel (1653); United States9. LG Electronics (1490); South Korea10. HP (1480); United States
IBM e Governo Federal anunciam centro de pesquisas no Brasil08 de junho de 2010 – 19h22
�Primeiro da América do Sul.
�Tecnologias para tornar o Planeta Mais Inteligente.
�Sistemas humanos inteligentes para grandes eventos, como Copa 2014 e Olimpíadas 2016.
�Sistemas inteligentes para automação de serviços.
�Sistemas inteligentes para descobertas de recursos naturais (petróleo e gás) e logística.
© 2011 IBM Corporation4 IM AR
Histórico das Inovações Tecnológicas na IBM
© 2011 IBM Corporation5 IM AR
Curiosidade histórica
Simon : primeiro smartphone do mundo
IBM e Bell South, em 1992
US$ 899.00
Celular, fax, PDA e pager
Calendário, calculadora, games, email...
© 2011 IBM Corporation6 IM AR
O que está no forno hoje?
© 2011 IBM Corporation7 IM AR7
Statistical Ensembleof 600 to 800
Scoring Engines
~30 Machine Learning Models Weigh Scores, Produce
Confidence for Each Question 0<P<1
Hypothetical Question With Greatest Confidence is Chosen
Evidence-Based
Decision Support System
Evidence-Based
Decision Support System
S1S1 S2S2 S3S3 SNSN. . .
StaticData
Corpus
StaticData
Corpus
Answer: A large country in the Western Hemisphere whose capital has a similar name.
Hypothesis Generated from “Answer”Guess Questions Q1, Q2 … Qi
Hypothesis Generated from “Answer”Guess Questions Q1, Q2 … Qi
Question: What is Brazil?
Element Refresh Time
DataCorpus
2 Weeks
Hypothesis Engines
Weeks toMonths
Scoring Engines
Weeks toMonths
Decision Support Engine
4 Days
Watson Today: Processes Unstructured Text & 200 Hypothesis/3 seconds
Watson
3,000 cores;100 TFlops2 TB memory
~ 200 KW
© 2011 IBM Corporation8 IM AR8
Time
Co
mp
ute
r In
telli
gen
ce
Counting Machine
(Circa 1820)
ENIAC(Circa 1945)
Deep Blue (1997)
Watson (2010)
Learning Systems
AntikytheraAstronomical
Computer (ca 87 BC)
Abacus(Circa 3500 BC)
Napier’s rods(Circa 1600)
The New IT Frontier
System/360 (1964)
“Within ten years a digital computer will be the world's chess champion” 1958,H. A. Simon and Allen Newell
The Evolution of Thinking Machines
© 2011 IBM Corporation9 IM AR
Por queestamos
falando de inovação?
© 2011 IBM Corporation10 IM AR
Globalization
Trade Deregulation
Internet
Commoditization
A New Model for the Enterprise in a Flat World
Globally Integrated Enterprise
© 2011 IBM Corporation11 IM AR
Estudo IBM Global CEO Study 2006
Fonte: IBM, “The Global CEO Study 2006” (2006)
�“65% expect to radically
change their companies during
the next 2 years”
© 2011 IBM Corporation12 IM AR
The collective wisdom of these CEOs has led us to the five core traits of the Enterprise of the Future (CEO Study 2008)
Findings from 1,130 interviews� Organizations are bombarded by change, and many are struggling to keep up
� CEOs view increasingly demanding customers not as a threat, but as an opportunity to differentiate
� Nearly all CEOs are adapting their business models—two-thirds are implementing extensive innovations
� CEOs are moving aggressively toward global business designs, deeply changing capabilities and partnering more extensively
� Financial outperformers are making bolder plays
Core Traits of the Enterprise of the Future
Hungry for change
Innovative beyond customer imagination
Globally integrated
Disruptive by nature
Genuine, not just generous
1 2 3 4 5
© 2011 IBM Corporation13 IM AR
A EMPRESA DO FUTURO ESTARÁ CENTRADA NO SEU
CAPITAL INTELECTUAL
E NA SUA CAPACIDADE DE SE REINVENTAR E INOVAR
GLOBAL CEO STUDY 2008 – THE ENTERPRISE OF THE FUTURE
© 2011 IBM Corporation14 IM AR
1- O ritmo das inovações está se acelerando...
Automóvel
Inte
rnet
0 25 50 100 125 15075
Anos
0
50
100
TelefoneEletricidade
Radio
Televisão
VCR
PC
Celular% P
en
etr
açã
o
Para chegar a 50 milhões de usuários:
Telefone 74 anosPC 16 anosCelular 5 anosInternet 4 anosSkype 2 anos
© 2011 IBM Corporation15 IM AR
Commodity
© 2011 IBM Corporation16 IM AR
Chips em todos os lugares!
© 2011 IBM Corporation17 IM AR
Computadores em lugares antes inimagináveis…
© 2011 IBM Corporation18 IM AR
Evolução dos celulares
OK chief, I’ll get
on it right away!
Mais e mais conteúdo (aplicações)
© 2011 IBM Corporation19 IM AR
© 2011 IBM Corporation20 IM AR
Mobile explosion“By 2013, mobile phones will overtake PCs as the most common Web access device worldwide”
Source: Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond:
http://www.gartner.com/it/page.jsp?id=1278413
20 x 20 x
2 B2 B
More Mobile Data /ContentMore Mobile Data /Content
Smart Mobile DevicesSmart Mobile Devices
20 x 20 x More Mobile Cloud SubscribersMore Mobile Cloud Subscribers
IT Industry 2015 Mobile Spending
$250 B
IT Industry 2015 Mobile Spending
$250 B
Explosive Mobile growth thru 2015 depends on infrastructure
15 x 15 x More Mobile Apps / ServicesMore Mobile Apps / Services
4 x 4 x More Mobile Transaction SpendingMore Mobile Transaction Spending
$700 B$700 B Mobile eCommerce SpendMobile eCommerce Spend
• APPLICATION DEVELOPMENT
• TRAFFIC MANAGEMENT
• ANALYTICS
• INFORMATION STORAGE
• UNIFIED COMMUNICATIONS
• SMART ASSET MANAGEMENT
• APPLICATION MANAGEMENT
• BUSINESS PROCESS INTEGRATION
• APPLICATION DEVELOPMENT
• TRAFFIC MANAGEMENT
• ANALYTICS
• INFORMATION STORAGE
• UNIFIED COMMUNICATIONS
• SMART ASSET MANAGEMENT
• APPLICATION MANAGEMENT
• BUSINESS PROCESS INTEGRATION
© 2011 IBM Corporation21 IM AR
© 2011 IBM Corporation22 IM AR
2 - Inovação é uma atividade social
� A invenção sózinha não é maissuficiente;
� A inovação reside na interseção entre ainvenção e o “insight”;
� Inovação é multidisciplinar
� Inovação deve ser relevante e criarnovos valores;
► Transforma conhecimento e tecnologiaspara impulsionar a produtividade e criar novos hábitos sociais.
© 2011 IBM Corporation23 IM AR
Diferentes visões de uma mesma situação
Diversity works!
© 2011 IBM Corporation24 IM AR
IBM Institute for Business Value, CEO Study 2006
Colaboração impulsiona a inovação
Academia
Associações
Parceiros
Competidores
Think-tanks
Consultores
Clientes
Funcionários
Outras instituições
Pesquisa & Desenvolvimento
Vendas e Serviços
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
As fontes de novas idéias e Inovação
© 2011 IBM Corporation25 IM AR
3 - Existem diversos tipos de Inovação
ProdutosNovos produtos ou
melhoramentos em produtosexistentes
Processos� Melhoria de processos en uma
organização (ex: lean processes)� Reengenharia de processos.
Modelos de Negócio� Novos espaços de atuação em serviçosadjacentes (iPod+ITunes)
� Mudança na cadeia de valor (novaentrega de servicós);
� Novos modelos financeiros (ex: Google).
Gerencia e cultura� Novas maneiras de gerenciar
uma organização (ex: empresas do
Silicon Valley)
Política e Sociedade� Novas leis e estrutura
educacional
Serviços� Novos serviços ou
melhoramentos em serviçosexistentes
© 2011 IBM Corporation26 IM AR
“Today, innovation is about much more than new products. It is about reinventing business processes and building entirely new markets that meet untapped customer needs. Most important, as the Internet and globalization widen the pool of new ideas, it's about selecting and executing the right ideas and bringing them to market in record time.”
© 2011 IBM Corporation27 IM AR
4- Inovação é um processo sistemático
� Competitive edge – harderand harder to sustain
� Systematically drivinginnovations – a learningprocess
� Corresponding capability –long-term growth
� Collaboration and ecosystems – key successfactors
© 2011 IBM Corporation28 IM AR
Do Paradigma Atual: Sistema de Inovação Fechado
ResearchResearch
InvestigationsInvestigationsDevelopmentDevelopment New ProductsNew Products
& Services& Services
The
Market
Science
&
Technology
Base
R D&E
© 2011 IBM Corporation29 IM AR
Our currentmarket
Our new market
Other firm´́́́smarket
Para Open innovation
External technology insourcing
Internaltechnology base
External technology base
Stolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation.
Internal/external venture handling
Licence, spin out, divest
© 2011 IBM Corporation30 IM AR
ManagedInnovation
Model
Source: Jackie Fenn, Gartner Research
Open Innovation model
© 2011 IBM Corporation31 IM AR
A experiência daIBM em Inovação
Aberta e Colaborativa
© 2011 IBM Corporation32 IM AR
A evolução da internet
Web 3DWeb 1.0 Web 2.0
Paginas informativas com texto e gráficos
Usuários gerando conteúdo, blogs, wikis, mashupsvisando compartilhar
Ambiente altamente social, criado pelo
usuário
Co
nte
úd
o
Acesso ParticiparBusca Colaborar Co-Criação
Comunicação, RH, Compras, Marketing,
Treinamento
Colaboração, Treinamento ,
Marketing
Desenvolvimento de Produtos/ Serviços,
Otimização do Trabalho, Educação,
ComunidadesNeg
óci
os
© 2011 IBM Corporation33 IM AR
© 2011 IBM Corporation34 IM AR
Crescimento das Redes Sociais
Social NetworksFacebook, YouTube
Informational / Services
Yahoo, MSN, Google
Yahoo MSN Google YouTube Facebook
% o
f T
ime S
pent,
Worldw
ide
© 2011 IBM Corporation35 IM AR
© 2011 IBM Corporation36 IM AR
Social Networks: Beyond the Org Chart
Source: Cross, R., Parker, A., Prusak, L. & Borgatti, S.P. 2001. Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks. OrganizatiSNAl Dynamics 30(2): 100-120. [pdf]
� Organization charts are not the best indicator of how work gets done
� Senior people are not always central; peripheral people can represent untapped knowledge
� Making the network visible makes it actionable and becomes the basis for a collaboration action plan
© 2011 IBM Corporation37 IM AR
Identifying the roles individuals play in information flow helps in understanding the effectiveness of a network
Marketing
Finance
Manufacturing
Andy
Bob
Carl
Darren
Earl
Frank Indojit
Gerry Harry Jeff
Sam
Karen
Leo
Ming
Neo
Central people: Sam
► Hold the network together
► But they can become bottlenecks
Knowledge Brokers: Earl
► Critical connection to external knowledge
► Need to be connected internally to be effective
Peripheral people: Carl► Out of the loop. At risk for
leaving the company.
Sub-groups► Group split by function. Very
little information shared across groups
© 2011 IBM Corporation38 IM AR
Organization at risk: What happens if Sam leaves
Marketing
Finance
Manufacturing
Andy
Bob
Carl
Darren
Earl
Frank Indojit
Gerry Harry Jeff
Karen
Leo
Ming
Neo
Marketing, finance and manufacturing are isolated from each other
© 2011 IBM Corporation39 IM AR
UM AMBIENTE COLABORATIVO
ATRAVÉS DAS FERRAMENTAS
DA WEB 2.0...
POTENCIALIZA AS
COMUNIDADES
CRIA NOVOS
RELACIONAMENTOS
CRIA
ILHAS DE COMPETÊNCIA
DESCOBRE
TALENTOS E EXPERTS
IDENTIFICA OS
INFLUENCIADORES
© 2011 IBM Corporation40 IM AR
IdeasBusinessSynthesis
Collaborate PrototypeEarly
DeploymentEvaluation Result
• IBM Jams • Innovation Hubs• Blogs• Connections• BlueTwit• IM (Sametime)
• Client input (GIO)• Research GTO• Bluepedia• GBS White papers• Exec Podcasts• Academy Studies• Horizonwatch
• IBM Jams• Innovation
Hubs• Wikis• Blog threads• iHubs• Communities
• Innovators• BizTech• Research teams• Extreme Blue• Blue Opportunity
• TAP hosting:- BlueHost- DPE- IHE
• TAP Forums• TAP Ratings• TAP Survey• TAP ‘First
Adopters’
• Abandon• Product team• Publish research• CIO Production• Service offering• Merge with other
similar efforts• AlphaWorks
IBM Innovation model
Innovation Networks
Corporate Values
Business Strategy
Communications
© 2011 IBM Corporation41 IM AR
IBM Values – “Innovation that matters…”
� Created by employees via a WorldJam
� Executives held to the values standards through a subsequent WorldJam
� Progress is reported back via intranet news
� Innovation and trust are two critical values…
© 2011 IBM Corporation42 IM AR
IBM Values – “Trust and Responsability…”
© 2011 IBM Corporation43 IM AR
Accessible Business strategy
© 2011 IBM Corporation44 IM AR
Marketing and internal communications
� Critical partners
� Very willing to share the good news and recognize employees
© 2011 IBM Corporation45 IM AR
Idea Management at IBM
T.J. Watson launched the original IDEAS program in the 1930s IDEAS went
on-line in VMin the 1970s
ThinkPlace transformed the IDEAS model with open collaboration in 2005
Innovation Hubs continue the transformation with social networkingintegration
© 2011 IBM Corporation46 IM AR
The virtuous circle…Engaged businessleaders share their challenges with the Hub community
Innovators respond by posting ideasand collaborating
Idea catalysts and managers review ideas – implementing successful ones
Successful ideasget recognized inthe Hub and on w3
© 2011 IBM Corporation47 IM AR
Technology Adoption Program
� The Technology Adoption Program is a CIO service with free hosting for new innovations
� Provides both informal and survey feedback
� Has a graduated sequence of ‘hardening’ innovations as they progress to production deployment or get transferred as assets to product and service teams
© 2011 IBM Corporation48 IM AR
WorldJams
WorldJam 2001
A new collaborative medium tocapture best practices on 10
urgent IBM issues
WorldJam 2004
Focused on pragmatic solutionsaround growth, innovation and
bringing the company’s solutionsTo life
ValuesJam
An in-depth exploration of IBM’s
Values and Beliefs by employees
InnovationJam 2008
For the first time, IBM’s clients, Business Partners, and our
Family members joined in a
new collaborative exercise
�Real-time threaded discussion
�Open idea-rating
�Equal access by all employees
© 2011 IBM Corporation49 IM AR
InnovationJamLargest Online Brainstorming Session Ever Held
� Demonstrate power of collaboration in advancing innovation
� Accelerate the ability to innovate and deploy integrated offerings
� Participants
► 150,000 people
► 104 countries
► 46,000 ideas
► 67 clients, business partners and academic institutions worldwide
► 12,690 family members
© 2011 IBM Corporation50 IM AR
Jam Outcomes
Real-time Translation
Services
Simplified Business Engines
Intelligent Utility
Networks3D Internet “Digital Me”
Big Green Innovations
Branchless Banking forthe Masses
Smart Healthcare Payment Systems
Intelligent Transportation
Systems
Electronic Health Record
System
© 2011 IBM Corporation51 IM AR
© 2011 IBM Corporation52 IM AR
© 2011 IBM Corporation53 IM AR
There are different ways to engage the collective wisdom of IBM’s workforce to address different issues…
Continuous collaboration – teams / processes
Open Activities
Open Ideation
Collaborative processes
Events – small/medium scale
Ideation “Challenge” Events
Continuous collaboration – large scale
Open Ideation, Workplace
IM, Communities
Social tagging solutions (blogs, wikis, tag clouds, LinkedIn, …)
Events – massive scale
Jam
Timeframe / Duration
Sca
le
© 2011 IBM Corporation54 IM AR
Alguns Resultados
Práticos
© 2011 IBM Corporation55 IM AR
55
Deliver integration and innovation to clients
Become the premier Globally Integrated Enterprise
Focus on open technologies and high- value solutions
Mar
kets
/Bu
yers
Traditional
New
Offerings
IBM’s Growth Landscape
New
GrowthMarkets
BusinessAnalytics
SmarterPlanet
Cloud Computing
Traditional
IndustryFrameworks& Dynamic
Infrastructure
IBM’s strategy and growth initiatives are expanding our opportunities
© 2011 IBM Corporation56 IM ARSource: Company data, IDC, Yankee, Gartner, in Macquarie Group, March 2009
Multiple Sources: Intel, Ericsson, Gartner, etc.
Number of Connected Devices
2010
15 Billion
7 Billion
50 Billion
10
20
30
40
50
2015 2020
� End-to-end IoT infrastructure is needed to operate and manage 50B connected devices by 2020
� The new IoT infrastructure offers huge business opportunities in systems, software and services
IoT Offers Huge Growth Opportunities in Infrastructures and Services
© 2011 IBM Corporation57 IM AR
IoT Scenarios Show a Pattern of Customer Pain Points
� Lack of capability to design, implement, deploy, operate and manage complex IoT systems
� Lack of situation awareness leading to unacceptable responsiveness and resilience� Requirement of end-to-end security
Food SafetyWater Management Grid
TransportationHome HealthcareLogistics
© 2011 IBM Corporation58 IM AR
© 2011 IBM Corporation59 IM AR
Visão de um Tráfego mais Inteligente
Sistema Gestão
Tráfego
Sistema Gestão
Tráfego
Centro de Controle
Tráfego
Centro de Controle
TráfegoComandos
Eventos tráfegoPadrões
Gestão tráfego
Identificação Veículos e SegurançaIdentificação Veículos e Segurança
Microonda Câmera Loop Telemetrica
Dados Veículo
…
Planejamento
Transporte
Planejamento
Transporte
Analysis Data
Regras Negócio Sistemas de Tomada Decisão
Sistemas de Tomada Decisão
Estratégia de Otimização de Tráfego
Gestão de Informações de TráfegoGestão de Informações de Tráfego
TrensSemáforo
Sinais
Sinalização
60
Velocidade …
InformaçõesTráfego
Celular
Navegador
Portal SMS
Radio e TV
Serviços ao UsuárioServiços ao Usuário
…
HelpDeskHelpDeskGestão de IncidentesGestão de Incidentes
Policia Médicos Bombeiro
Gestão de EmergênciasGestão de Emergências
…
Predição ÔnibusPredição Ônibus
© 2011 IBM Corporation60 IM AR
© 2011 IBM CorporationIM AR
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