Business Value From Soa And Web2.0 Jeanne Murray

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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