invest in smarter collaboration final v2

© 2009 IBM Corporation

Invest in Smarter Collaboration– Early Benefits of Enterprise Social Software

June 2, 2009


Panel Participants

Moderator: Jeffrey Schick, VP, Social Software, IBM Software Group

Panelists:

Oliver Young, Senior Analyst, Forrester Research

Guy Alvarez, Research Director, Practising Law Institute

Markus Bentele, CIO, Rheinmetall AG

Gina Poole, VP, Social Software Programs, IBM Software Group

Oliver Young

ForresterJeff Schick

IBMGina Poole

IBM

Markus Bentele

Rheinmetall AG

Guy Alvarez

PLI

http://www.computerwoche.de/cio-des-jahres/2007/1849216


Agenda

Introduction

Interactive Panel Discussion

Market Insights

Business Value of Enterprise Social Software

Best Practices of Implementation

Summary of Key Discussion Items

Interactive Audience Q&A

Conclusion

Discover Where to Learn More!

5 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Enterprise collaboration has traditionally been document-centric

Document-

Centric

•Excel

•Word

•Powerpoint

•Email

People-

Centric

•Expertise

•Reporting

structure

•Business

context


Within the Intranet Web 2.0 tools roughly fall into two major categories:

• Content creation tools

– Wikis

– Blogs

– Social networking profiles

– Podcasting

• Content access tools

– RSS

– Podcasting

– Social bookmarking

– Mashups

– Widgets

– Rich internet applications

– Social networking

Note: While content creation tools offset the use of other

inefficient applications (email, Word, etc.) content access tools

make existing content more valuable.


One in two firms plans to have at least one Web 2.0 tool in production in 2009


However, few have a holistic Web 2.0 strategy


As a result most tools will see only moderate investment


For collaboration, we expect some tools to outperform others

Note:

When adjusted for

uncertainty, none of the

tools guarantee high

business value today.

While there is a lot of

value to be had, it is still

very dependent on:

•Corporate culture

•Employee training and

responsiveness

•Executive support


At least one in five firms has not measured the value of its Web 2.0 deployments

Source: June 2008 US Web 2.0 Online Survey

“How does your organization generally measure the business value of its Web 2.0 deployments?”

Base: 262 US IT decision-makers at companies with 500 or more employees invested in Web 2.0 technologies

15%

22%

18%

27%

41%

Don't know

We have not measured the

business value

We use other measures

We use worker productivity

surveys

We use traditional

measures such as ROI,

total cost of ownership, or

internal rate of return

(multiple responses accepted)

Note:

Value is most effectively

shown through anecdotal

evidence and worker

productivity surveys.


Major benefits of Web 2.0 tools in the enterprise for collaboration and productivity

• Efficient collaboration between

employees

– Improved response times to

customer requests

• Increased transparency into

decision making processes

– Better project management

• Better access to unstructured

information

– Improved knowledge capture

and IP management

• Better access to structured

information (CRM, ERP, etc.)

– Enhanced customer service

management

• Decreased email overload

– Improved work efficiency

• Increased knowledge retention

and process documentation

– Better service quality

• Collective intelligence gathering

– Faster innovation


Enterprise 2.0 tools can be particularly valuable during a recession

1. Improve worker productivity – Better access to

information will increase the pace at which employees

can get work done

2. Decrease redundancy – Well designed systems will

surface redundant efforts all across the company and

spread best practices

3. Improve time to productivity – New employees will

easier find information and their place in the company,

speeding the time to productivity

BlueIQ Enterprise social software. Unleash the power of us.

IBM has a workforce of over 500,000 – of which almost 50% are mobile

IBM FACTS

• 350K+ employees

• 200K+ contractors

• 170 countries

• 2,000 locations

• 70+ acquisitions

since 2002

• 50% of employees

have less than 5

years experience

Tacit Context Explicit

"I need someone to explain this to me"

"I need to find information"

"We need a place to

collaborate"

People Places Things

Employees need ….

“BlueIQ” … driving Social Software use in IBM

Identify best practices, use cases 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

Drive change tops down, bottoms

up, sideways….encourage

experimentation

“BlueIQ” Ambassadors Program Overview

...in 40 Countries

600+ Ambassadors...

Clinics – “The Doctor Is In” –help individuals get started 1:1

“Lunch & Learn” sessions- teach individuals, teams and communities how to use social software

“Jumpstart” engagements -internal "consulting" to help teams identify use cases, recommend tools and enablement materials, and capture success stories

Collaboration 2.0 available to 500K

of us

• 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: 694k bookmarks; 1.8M

tags; 20k users

• Activities: 64k activities, 53k

entries; 90K users

• Instant Messaging: 4M+ per day

Usage

• 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 Investment


IBM as a strategic partner

Collaboration Suite - Solution

Integration Groupware (Mail / Calendar)

PIM Framework

Real-Time Collaboration

IBM® Lotus® Sametime® 7.5

Collaborative Doc. Management + Team

Places IBM® Lotus® Quickr™ 8.1

Social Networking Services

IBM® Lotus® Connections 1.0

Central Search

IBM ® OmniFind ™

Collaboration

Group-

wareKM

Search

C@R - Collaboration at Rheinmetall

Rheinmetall AG: Collaboration Suite – First Impressions


How Rheinmetall solved their problems with IBM Lotus Connections,

IBM Lotus Quickr and IBM Lotus Sametime

Collaboration Suite - Benefits

We made the decision based on the identified business needs of our users over

the past couple of years. We experimented with a few social tools like wikis and

blogs to see how they could be used in business environments, and users asked

for more.

The IBM Collaboration Bundle helped Rheinmetall to migrate to up to date

technology including many very useful Web 2.0 features the old tool have not

had

Rheinmetall has carefully checked other well known tools on the market, but had

to conclude that only IBM’s open and flexible approach could resolve their

requirements of an integrated suite of capabilities

Requirements included File Sharing, People Profiles, Instant Messaging,

Activities and Web 2.0 features like Tagging and Blogs

Rheinmetall AG: Enterprise Business Collaboration


Practising Law Institute (PLI) Solution – PLI XChange

About PLI -

Innovative “Not-for-profit” organization focused on R&D and new ideas

Gold standard in continuing legal education (CLE)

Conducts 260+ Seminars a year, including Live/Streamed/On-demand

Business Need -

PLI Board wanted to investigate relevance or utility of Facebook kind of networks

for lawyers

Solution Required –

Private “trusted by-invitation” network to connect lawyers through profiles, &

enable blogs, chat, Q&A, & promotion of PLI services

Naming convention “Xchange”

Solution Today -

More features

More users – now Xchange for Law Students

Syndication of content to popular networks like Facebook and Linkedin


PLI - Benefits and return achieved

Quality of CLE is starting to improve – people get course handbooks and ask good questions ahead of time

Dissemination of key updates has become easier and a continuous process. More information relevant to practice area is provided (key updates, impact on court decisions, new concepts)

Electronic copy of course material enables attendees search and discover information after the program

Peer-peer communication is improving overall learning & enhancing business relationships

Planning process is more efficient

Visibility & Reach ability to experts has been improved

PLI is able to get enhanced feedback


Enabling and

vibrant communities

of who can become

more and

more

Good for the Individual

Good for the Team

Good for the Organization

Social Software for the Enterprise


IBM - Critical success factors for enterprise social software

Critical Success Factors Seekers

I need someone

Contributors

I am someone

Awareness How do I know who is out there? How can I become more known?

Competence (Trust) Is this person competent? How can I advertise my expertise?

Benevolence (Trust) Will this person help me? How can I develop my reputation

as a trusted partner?

Motivation Am I motivated to work with this person? Why will I cooperate with this

person?

Access How do I approach this person? Do I want to be approached?

Skills Does the team have the skills necessary to collaborate effectively?

(e.g. technical, communication, people, business, etc)

Mechanism Do we have a method to collaborate?

So

cia

l

Netw

ork

ing

Cultu

reC

olla

bora

tive

To

ols

More than just a “way to collaborate”


Challenges: Detect the right persons at the right time

in addition to central, collaborative data management

Changing business processes and virtualisation requires cross-linked communication structures

process-oriented work organisation

collaborative work thinking

specialised skills

Past Presence

Collaboration Suite – Lessons learned

C@R – Collaboration at Rheinmetall adressed this challenge, as this helps the

employees, localise expertise, share informations and enlarge their personal

network, to achieve the accordant objectives more efficiently and faster

Rheinmetall AG: Enterprise Business Collaboration


Practising Law Institute (PLI) - Key highlights & takeaways

First, have a plan!

Second, have a partner!

Gemini Systems has been critical to our success!

Third, be ready for a change!

You learn something new every day!

Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Recommendations for Information & Knowledge Management professionals

• Set expectations that Web 2.0 technology will improve the

business, but not transform it.

• Experiment with social networking tools.

– At a minimum, ensure that Web 2.0 deployments clearly

connect content to the employees associated with that

content.

• Invest carefully. The cost of entry is relatively low

compared to other enterprise tools. But . . .

– Niche tools only solve niche problems.

– Some tools require a larger data plan to enable success.

– Some tools are immature: Wait and watch, or experiment

with a healthy sense of expectations for change.

Entire contents © 2009 Forrester Research, Inc. All rights reserved.

Overall recommendations

1. Identify solvable problems that Web 2.0 tools can tackle

2. Deploy tools for a limited set of users in pilot programs

3. If value is shown, deploy more widely as fit

4. Let use spread virally, and support with optional training

5. Measure the results!


Communicate

Share

Discover

Smarter Collaboration through Social Software for the Enterprise


We welcome your questions . . .

?


Thank you!


Learn More. Visit...

IBM Advanced Collaboration Solutions:

http://www.ibm.com/itsolutions/collaboration/

IBM Social Computing and Mashups:

http://www-01.ibm.com/software/lotus/category/network/

IBM Collaboration Soapbox:


Forrester Research:

http://www.forrester.com/rb/research

Practising Law Institute:

http://www.pli.edu/

Rheinmetall AG:

http://www.rheinmetall.com/index.php?lang=3

http://www.ibm.com/itsolutions/collaboration/







http://www.forrester.com/rb/research

http://w3-01.ibm.com/sales/ssi/cgibin/ssialias?infotype=RF&subtype=CS&htmlfid=CCLE-788MR9&appname=crmd

http://www.pli.edu/

http://www.rheinmetall.com/index.php?lang=3


© Copyright IBM Corporation 2009

IBM Corporation New Orchard RoadArmonk, NY 10504 U.S.A.

Produced in the United States of America 06-08 All Rights Reserved

IBM, the IBM logo, Lotus, Sametime, Connections, Quickr, Omnifind are trademarks or registered trademarks of

International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at "Copyright and trademark information" at www.ibm.com/legal/copytrade.shtml.

Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries or both.

Linux is a registered trademark of Linus Torvalds in the U.S., other countries or both.

Other company, product and service names may be trademarks or service marks of other companies.

References in this publication to IBM products and services do not imply that IBM intends to make them available in all countries in which IBM operates.

http://www.ibm.com/legal/copytrade.shtml

invest in smarter collaboration final v2

Technology

practising

enterprise

social software

rights reserved

rheinmetall

united states

enablement

information