Business Value from Social Networking: Innovation ... · individuals and teams adopt social software Objective: achieve business value – Productivity, relationships, efficiency
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© 2009 IBM Corporation
Business Value from Social Networking: Innovation, Relationships and Results
Jeanne Murray, IBMPresentation for Triad Chapter Institute for Supply Management–Carolinas-Virginia 16 Feb 2010
© 2010 IBM Corporation2
Enabling people to work smarter together
Unlocking innovation through broad participation
Fostering deep insightful relationships
Collaboration drives business value
© 2010 IBM Corporation33
Public
spaces
Firewall
Intranet Internet / worldClients
Partners
Experts
Employees
• Find and qualify
• Know, contribute network
• Discover information
• Develop trust, credibility
Social search
Clients and Partners
• Find and qualify
• Know, contribute, network
• Discover information
• Develop trust, credibility
Profiles
Public Conversations
Communities and Teams
Meetings
Business Processes
Experts
Experts
Collaboration inside and outside the company
People: ● Form relationships● Develop reputations ● Build trust
Organizations:● Gain diverse input● Leverage expertise● Collaborate with colleagues & customers
Information: ● Share assets● Gain insight● Reuse best practices
© 2010 IBM Corporation4
Business imperatives for Smart WorkIBM Presentation Template Full Version
© 2010 IBM Corporation5
Globally integrated
3Hungry for change
1Disruptive by nature
4Genuine, not just generous
5Innovative beyond customer imagination
2Globally integrated
3Globally integrated
3Hungry for change
1Hungry for change
1Disruptive by nature
4Disruptive by nature
4Genuine, not just generous
5Genuine, not just generous
5Innovative beyond customer imagination
2Innovative beyond customer imagination
2
2008 IBM Global CEO StudyThe Enterprise of the Future
www.ibm.com/ceostudy
1,130 business and public sector leaders in 45 countries
CEOs: Planning for the Enterprise of the Future
© 2010 IBM Corporation6
Increase in the gap betweenleaders’ need for change andtheir ability to manage it.
8 in 10CEOs anticipate turbulentchange and bold moves.
3x
Source: 2008 IBM CEO Study
Leading through change
© 2010 IBM Corporation7
2009 IBM Global CIO Studywww.ibm.com/cio
2,500 CIOs from over 75 countries and 15 industries
CIOs: Driving innovation from IT investments
© 2010 IBM Corporation8
Talent managers: Developing a workforce that can adapt to change
2008 IBM Global Human Capital Study
http://tinyurl.com/5mcu5o
© 2010 IBM Corporation
Quickly find the people you need by searching across your organization using keywords that help identify expertise, current projects and
responsibilities
Use a weblog to present your idea and get feedback from others; learn from the expertise and experience of others who blog
Organize your work, plan next steps, and easily tap
your expanding professional network to help execute your everyday deliverables, faster
Activities
Create, find, join, and work with communities of people who share a
common interest, responsibility, or area
of expertise
Home
Wikis
Provide a place for groups of
people to jointly create and
maintain content through
contribution and collaboration.
FilesShare your files with
your colleagues. Everyone can store,
share, and collaborate on files.
Save, organize and share bookmarks;
discover bookmarks that have been
qualified by others with similar interests &
expertise
Blogs
Communities
Bookmarks
Profiles
Example: IBM Lotus Connections to find people and information
© 2010 IBM Corporation10
Finding, sharing expertise
© 2010 IBM Corporation11
Finding, sharing information
© 2010 IBM Corporation12
Building networks through your work
© 2010 IBM Corporation13
Gaining insight from activity in the network
© 2010 IBM Corporation14
Example: Finding connections through social network analysis
find expertise in your extended network
organizational social network analysis tool
SmallBlue Find
SmallBlue Net
SmallBlue automates expertise mining and social network analysis to identify experts and the shortest paths to reach them
http://smallblue.research.ibm.com/
Is this the ‘best’ person to approach and how?
SmallBlue Reach
© 2010 IBM Corporation15
Organizational analysis using visualization
Independent experts on healthcare
A cluster of healthcare
experts
How are company’s top healthcare experts link with each other? Who are the key bridges? Who are the social hubs?
© 2010 IBM Corporation16
Example: Sharing expertise with customers & partners on ibm.com
Lotus Connections implementations
https://www-950.ibm.com/communities/
https://www.ibm.com/developerworks/mydeveloperworks/
© 2010 IBM Corporation17
Example: Collaborative services on the web, including meetings
© 2010 IBM Corporation18
Aggregation of capabilities to achieve business value
Benefit Areas & Value Propositions
ROI
IM, Presence &
Web Meetings
SocialSoftware
Processes,Repositories& Systems
Benefit Areas & Value Propositions
ROI
IM, Presence &
Web Meetings
SocialSoftware
Processes,Repositories& Systems
ROI
IM, Presence &
Web Meetings
SocialSoftware
Processes,Repositories& Systems
ROIROI
IM, Presence &
Web Meetings
SocialSoftware
Processes,Repositories& Systems
IM, Presence &
Web Meetings
SocialSoftware
Processes,Repositories& Systems
IM, Presence &
Web Meetings
SocialSoftware
Processes,Repositories& Systems
© 2010 IBM Corporation
Brazil
An oversight in a planned install for 140K was solved by going into a community and posting. In 15 minutes, they had multiple feasible workarounds from around the world and the deal closed successfully.
DEAL SAVED
Canada
Posted on his Connections Wall that he was having trouble with a client. A senior exec saw the message and stepped in to help. By the end of the quarter, the deal was secured.
DEAL CLOSED QUICKER
US
Usability and performance of an old Web meeting tool reflected poorly on his team. Switching to LotusLive has improved satisfaction and attendee rates both within the team and with clients.
“We could not do what we do without LotusLive. It’s mission critical technology for our team and peer teams.”
INCREASE CUSTOMER SATISFACTION & TEAM PRODUCTIVITY
France
Client asked about an HR topic; Pierre used LC-Profiles to find a colleague-of-a-colleague. The client was impressed by the answer, and more impressed how quickly the expert was found in a huge enterprise.
DEAL CLOSED QUICKER
Success stories / ROI : Software sales
© 2010 IBM Corporation
Brazil Starting at project conception, team uses social tools
to ‘mash-up’ input from multiple stakeholders. Now the project status, documentation, and expectations are always available and centralized.
INCREASED TEAM PRODUCTIVITY
Switzerland
Team now organizes all RFP construction with Connections Activities. When bringing together experts for short-term work, it is easy for them to get up-to-speed quickly. All information is at the team's fingertips for addressing customer CritSits.
INCREASED CUSTOMER SATISFACTION
Japan
Team needed a channel to easily share and update content, as well as manage sales opportunities and technical assessments. Using an internal community as a landing point, and an external community with clients, they now stay organized, visible, and can easily receive feedback and input from clients and SMEs.
INCREASED TEAM PRODUCTIVITY
Success stories / ROI : Software technical sales
US
If a presentation really resonates with a customer, the manager and her team post it and blog about the success of using it. Others can then leverage the material. Since the team subscribes to each other, they can easily find and share information.
INCREASED TEAM PRODUCTIVITY
© 2010 IBM Corporation21
IBM social software benefits acknowledged by % of survey respondents
87%
84%
84%
77%
74%
42%
60%
65%
65%
0% 20% 40% 60% 80% 100%
Increased skills
Accessed experts quicker
Shared know ledge w ith others
Reused assets
Increased productivity
Improved personal reputation
Increased sense of belonging
Increased sales
Improved customer satisfaction
Word of Mouth, #1 Influencer in Business Purchasing Behavior
Impact of social collaboration
*Source: IBM Community of Practice Business Impact Survey completed by approximately 2,300 respondents.
© 2010 IBM Corporation22
● IBM - MIT Research study: 2600 IBM Global Business Services consultants over 2 years, 10K consulting projects
● Among the findings - – Network size is positively correlated with performance
● Each person in your email address book at work is associated with $948 dollars in annual revenue
– Structural diverse networks with many holes are associated with higher performance
● Make sure your friends do not all belong to the same social groups
http://smallblue.research.ibm.com/projects/snvalue/
What's a friend worth?
© 2010 IBM Corporation23
Online meetings to reduce travel and improve productivity
© 2010 IBM Corporation24
Key supporting elements – corporate wide
Social software adoption program
Governance policy
Culture of participation
© 2010 IBM Corporation25
● Worldwide program to help individuals and teams adopt social software
● Objective: achieve business value – Productivity, relationships,
efficiency● Focus on client-facing teams ● Implementation inside and outside
the firewall
Driving social software adoption at IBM
© 2010 IBM Corporation26
Types of adoption● Individual
– Bottoms up as well as tops down
– Direct enablement (web / podcast / communications)● Team
– Targeted outreach to specific roles
– “JumpStart” consulting program● Community
– Education - usage and benefits
– Participation in the community
– Mentor “Community of Community Leaders”● Executives
– Executive “Social Computing Reverse Mentoring”
...in 50 Countries
...from every IBM Business Unit
1200+ BlueIQ Ambassadors...
© 2010 IBM Corporation27
Social software adoption in IBM● Profiles: 614k profiles; 1m+
searches per week
● Communities: 4,199 public, 7,410 private online communities with 222k members
● WikiCentral: 34k wikis with 471k unique readers
● Blogs: 79k users; 162k entries
● Bookmarks: 924k bookmarks; 2.4m tags; 24k users
● Activities: 105k activities, 1.2m entries; 169k users
● Instant Messaging: 12m per day
© 2010 IBM Corporation
Governance● Corporate guidance
– In collaboration with legal and exec sponsors, build corporate policies with constituencies
● Individual responsibility
– IBM Business Conduct Guidelines– IBM Social Computing Guidelines
● No anonymous contributions– Accountability and responsibility
http://www.ibm.com/investor/governance/business-conduct-guidelines.wsshttp://www.ibm.com/blogs/zz/en/guidelines.html
© 2010 IBM Corporation29
● Reasons to participate – Responsible engagement in innovation and
dialogue: to learn, to contribute– IBM's brand is best represented by its
people ● Rules of the road
– Be professional - Business Conduct Guidelines, IBM Values
– Speak for yourself, not IBM – Respect copyrights, laws, and other people– Add value
IBM Social Computing Guidelines
© 2010 IBM Corporation
Virtual relationships can improve productivity
and virtual teams can accelerate innovation
... when the focus is business value
© 2010 IBM Corporation
Jeanne Murrayjeannem@us.ibm.com
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