smarter collaboration to build a better enterprise - act local _ollaboration_to... · smarter...

Smarter Collaborationto Build a Better Enterprise

Stuart J. McRae | Executive Collaboration [email protected]/smcraewww.linkedin.com/in/stuartmcrae www.facebook.com/sjmcraewww.smcrae.com

mailto:[email protected]

http://www.twitter.com/smcrae

http://www.linkedin.com/in/stuartmcrae


http://www.facebook.com/sjmcrae

http://www.smcrae.com/


© 2010 IBM Corporation

2 Billionpeople will be on the web by 2011.*

mobile phone subscribers worldwide by the end of 2008.*

of computing capacity sites idle

85%

4 Billion

in productivity is lost because of unnecessary business process interruptions

$650 Billion

Our world is changing and the demand for progress is clear…... in response IBM is driving the agenda for a smarter planet

1 Trillion connected intelligent devices in the world


Data exploding and in silosI need insight.

NEW INTELLIGENCE

Limited resourcesI need efficiency.

IBM is managing this innovative changethrough four interrelated smarter planet imperatives…

GREEN AND BEYOND

Costly and inflexible infrastructureI need to respond faster.

DYNAMICINFRASTRUCTURE

I need to work smart.

SMART WORK

New business and process demands

Instrumented ... Interconnected ... Intelligent


4

We can only succeed in creating a smarter planetthrough Collaboration

5.3hours wasted per employee per week due to inefficient processes

make decisions with the wrong input at least once a week

of organizations have a remote workforce

84%

42%

of people can’t find the help they know is out there

2/3

2 hours a day spent looking for the right information and expertise

Sources: “The New Voice of the CIO,” IBM 2009 Global CIO study; Siemens study; Accenture study; Gartner survey

87% of high growth company CIOs expect their organizations to be collaborative and seek active input from customers more often


Who’s Who in the Zoo


Knowledge Sharing Gap


Organizational boundaries


Maze to information


Email Hoarding of Business Information


Community and teams


It’s not about changing technology, it's about changing people


Smarter Ways to Collaborate

Web 2.0 provides a “Smarter” way to work

Competitive Differentiation compared to a Document (e-mail) centric model

Need Solutions to Manage Activities and tools forSocial Collaboration

Chris Rasmussen at US National Geospatial Intelligence Agency.


The Evolution Of Collaboration

Document Centric

People Centric

Community Centric

S toreS toreandand

ForwardForward

RealRealTimeTime

S ocialS ocial


14 IBM Confidential

Web 1.0vs.

Web 2.0

Passivevs.

Interactive

Solitaryvs.

Collaborative

http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html

Leverage theCollective Knowledgeof your Employees


15

The Long Tail of Knowledge ManagementSocial Media helps youCapture, Share, Discover & UseKnowledge you would otherwise lose

The Long Tail was first coined by Chris Anderson in an October 2004 Wired magazine article

TraditionalKnowledge

Managementworks well

Social Mediaworks well

Managed

Knowledge


16

Get your Scary (Social)Software Out of My WorkplaceGo Big Always blog http://gobigalways.com/get-your-scary-software-out-of-my-workplace/

From Godon Taylor on May 21st, 2008 at 8:38 am

Bah. Blogging? On the Internet? That’s a bunch of …. It will never take off. Now if you’ll excuse me, I have a very important long and boring business meeting to attend.

From Keith Brooks on May 21st, 2008 at 5:05 amPosted a similar line of thought on Ed Brill’s blog the other day … when discussing Naysayers about The Cloud:• Who would use a credit card? (circa 1960’s)• Who would pay for something over the phone? (circa

1960’s/1970’s)• Who would pay for something online? (Circa early

1980’s)• Who would put their private information like their

address and phone number for everyone to see? (circa 1990’s)

There are always going to be bleeding edge people, then leaders then followers then laggards.

From Gia Lyons on May 22nd, 2008 at 11:17 am

For a species who originally lived in packs and had to communicate well with one another to survive, we’ve come a long way, baby!Social software is the online version of living in packs. Stick that in your tar filter andsmoke it.

http://gobigalways.com/get-your-scary-software-out-of-my-workplace/

http://www.infovark.com/




http://lotustech.blogspot.com/

http://lotustech.blogspot.com/


http://gialyons.wordpress.com/





17

Social Collaboration is Driving Business Value to Deliver…

Enabling people to work smarter together

Unlocking innovation through broad participation

Fostering deep insightful relationships

New Business Models

Increased CustomerLoyalty

Growth withoutIncreased Costs


18

Discover Knowledge through People…


19

Leading to their Profile

Contact Information, Roles, Skills, Reporting line, etc.

Populated from multiple existing sources (meta-directory)

Tag yourself – and tag others -for expertise location

Feeds Business Cards wherever the name appears

Link to the information the user is sharing(blog, files, wikis, bookmarks, communities, etc.)


Immediate Access to Presence, Mail, IM, Screen Sharing, Telephony, Video, ...TelepresenceTelepresence Room Video Room Video

Conferencing Conferencing systemssystems

H.323H.323

ISDNISDNPartner Partner delivered delivered

connectorsconnectors


21 Financial Services Sector | Confidential

Leverage Experts’ Knowledge… … even when they are not available… without interrupting their work


22

Which people have similar interests

Who works closelywith them?

… and discover who else could help Who do they Communicate with a lot? Who Blogs about the same sort of thing? Who Tags their Files with the same topics? Who is involved with the same Activities? Who Bookmarks the same sites?


23

Example: Social Bookmarks – Indexing the Enterprise


24

Show related resultsConditionthe resultsreturned

with metadata from

tags,bookmarks,rating, etc.

Example: Enterprise Search


25

Example: Bookmarking a Site – and more...


26

Example: Blogs User blogs, Group blogs,

Team blogs, Corporate blogs Capture knowledge from

Subject Matter Experts Create a pool of intellectual

capital to search Replace Newsletters Replace Meeting Minutes Maintain a Team Diary Build a corporate memory

of why we did what we did

The Web is not Serial – it is Hyperlinked

Most Blogs are not “read” sequentially – but entries are found by searching

One person’s “Thought of the Day” is someone else’s “Knowledge On Demand”


27

Example: Wiki - Collaborative Creation of Trusted Knowledge

Collaborative Editing Rich navigation and tagging

making it easy to find information

Easy end-user editing with tables, images, attachments, tags and more

Stand-alone service or integrated with a community

Access Control for the whole wiki or individual pages

Notifications of new content, versions and pages

Version tracking


28

Example: Capturing Transient KnowledgePersistent Chat

Rooms

SkillTapCaptured

Knowledge


29

Example: Social File Sharing vs. Repositories Silos

Social Sharing & Discoveryfeatures are key...

Find content via people “Follow” subject matter experts Automatically inform users

who downloaded ofnew versions and comments

Support “share on”without involving original author

A “flat” Tag Space to enableeasy search across all users

Comments to help conversations Drag and Drop from Desktop (files, mail attachment, office suites)


Team Enterprise

Sharing ProtectedCollaborativeStructuredAd-hoc Many authors Many readers

Formal

The Document Management Continuum

Content

WCMPortalPlaces

LibrariesBlogs Wikis

Forums PersonalFile Sharing ECM

One Author

Personal

WorkflowBookmarks

RecordsFluid


31

Example: Community Places

Address needs ofall Community types

Customised to theneeds of the community

Easy contribution ofcontent by experts

Easy conversationswith content users

Easily discoverableby users not awarecommunity exists


32

Updates, Recommendations, Notifications, Feeds, Conversations...


Social AnalyticsSocial Network Analysis of all social collaboration at IBM for keyword “microfinance” (July 2008)

Social Network Analysis of all social collaboration at IBM for keyword

“microfinance” (January 2009)


34 Financial Services Sector | Confidential

Integration of Social where the User is Working is Key to Adoption

Mobile Devices RIM BlackBerry Nokia Symbian Apple iPhone Google Android

Third Party integration: SuccessFactors Workforce Mgmt SocialText & Confluence Wikis iEnterprises CRM Google OneBox SAP and other HR Systems Autonomy (search)

Microsoft Integration: Microsoft Office Microsoft Outlook Windows Explorer SharePoint (MOSS & WSS) Active Directory

IBM integration: Lotus Notes Lotus Sametime Lotus Quickr Lotus Domino WebSphere Portal Tivoli Identity Mgmt

Web Browser Integration Business Card Bookmark This REST Services (for AJAX) Leading Browser Platforms


35

Reach Beyond the Firewall: Social Media


Business Adoption: Vitamins or Aspirins?


(1) Get started Don’t get stuck inanalysis mode


(2) Identify the “socially active” Who has already adopted these tools?


(3) Find the contributors Your high value experts


(4) Identify an executive sponsor This is not a technology issueIt’s a social issue

Find someone who has (or can catch) the vision


Major contributors account for about15-20% of the total workforce*

To be considered a

Success, you just need to get these people to be more

productive* On average…your company may vary

What makes “Social Software” a success? It’s not measured in 100% involvement


42

What Next? Dealing with Information Overload

Too muche-mail

Too many separate

interactions

Interruptions

Multitasking


43

IBM Project Vulcan

Collaboration Across Services & Client Interfaces

Information on new products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information on the new product is for informational purposes only and may not be incorporated into any contract. The information on the new product is not a commitment, promise, or legal obligation to deliver any material, code or functionality. The development, release, and

timing of any features or functionality described for our products remains at our sole discretion.


Introducing IBM Project Vulcan


45The information on the new product is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information on the new product is for informational purposes only and may not be incorporated into any contract. The information on the new product is not a commitment, promise, or legal obligation to deliver any material, code or functionality. The development, release, and timing of any features or functionality described for our products remains at our sole discretion



46



IBM Project Vulcan

Continuity Convergence Innovation Opportunity

● Roadmap starts today with current Lotus products

● Apps run unmodified

● Hybrid deployments● Consistent system,

loosely coupled● Mobile, browser and

Notes experiences

● Enhanced collaboration tools

● New productivity based on analytics, co-editing, etc.

● New applications integrating collaboration and processes

● Open programming model

A blueprint for the future of collaboration and productivity


Stuart J. McRae | Executive Collaboration Evangelist

[email protected]/smcraewww.linkedin.com/in/stuartmcrae www.facebook.com/sjmcraewww.smcrae.com

mailto:[email protected]

http://www.twitter.com/smcrae



http://www.facebook.com/sjmcrae




50

Legal Disclaimer© IBM Corporation 2010. All Rights Reserved.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.

All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.

IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.

Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.

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

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