The Power of Social Collaboration, BGS2012, Sofia, Oscal Laufer

©2012 IBM Corporation

Enterprise Social Collaboration

Why Now, the Benefits, and Real Examples

Oskar Laufer | Portal & Social Leader, IBM Collaboration Solutions [email protected]

Sofia, March 13, 2012

© 2012 IBM Corporation 2


Agenda● Social Collaboration – why now

● The benefits

● How to get started – real examples

© 2012 IBM Corporation© 2011 IBM Corporation

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Traditional roles and processes across the business network are evolving, forever changing the way organizations operate

leading the conversations that define brands

self-forming teams around fast moving opportunities

becoming on-demand extensions of the enterprise

As barriers between people disappear, organizations are learning to tap into collective intelligence, advocacy, and distributed talent to drive business results.

Employees Customers Partners


● Work has become increasingly collaborative

● Decision making is increasingly social (“group think”)

● Knowledge Management is back!

● The volume of information is staggering and growing rapidly● This information is critical to decision-making but it competes for time!

Knowledge work has changed

The tools we employ must reflect the changing nature of our work


Traditionalists Boomers Gen X Millenials

Born 1922 – 1945 1946 – 1964 1965 – 1980 1980 – 2000

Training The hard way Too much and I’ll leave

Required to keep me Continuous and expected

Learning style Classroom Facilitated Independent Social and networked

Communication style Top-down Guarded Hub and spoke Collaborative

Problem-solving Hierarchical Horizontal Independent Collaborative

Decision-making Seeks approval Team informed Team included Team decided

Leadership style Command and control

Get out of the way Coach Partner

Feedback No news is good news

Once per year Weekly/Daily On Demand

Technology use Uncomfortable Unsure Unable to work without it

Unfathomable if not provided

Job changes Unwise Sets me back Necessary Part of my daily routine

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Purpose-built Social Collaboration tools are key to leveraging such a workforce

Workforce demographics have changed

“By 2014, 50 percent of all employed people will be Millennials”Source: Millennials: 50% of Workforce by 2014 February 2011

http://www.carrierevolution.com/articles/164687/millennials-50-of-workforce-by-2014/






Knowledge Sharing Gap


Intranet 2.0 Concept: Network Invitations & Social Analytics (“Do You Know?”)


Intranet 2.0 Concept: Enterprise Blogging


Intranet 2.0 Concept: Social Bookmarking


Email Hoarding of Business Information


HR 2.0 Concept: Personal File Management


Organizational boundaries


Essence of an expert

Who are you?

Profiles: contact, organization information, your colleagues, expertise, interests, affiliation and contributions

Designs subject to change


Maze to information



● The benefits



Essence of an expert - continued

What are you reading and sharing? What do you find valuable?Bookmarks, tagging, blogs, wikis, files, microblogs and status updates



Essence of an expert – continued

How do you get your work done?

Communities, Activities, Files What are your interests, who do you collaborate with and what do you want to keep up to date with?Your association with Groups of people who share the common interest or work objective



Gaining insight / discovery

The people you may want to know

“Do you know” widget identifies people who may have common

interests and objectives

Resources that you may want to be aware ofCommunity, Bookmark, Document and Wikis that may be helpful to you



Gaining insight / discovery - continuedBetter insight when forming and expanding your networkHow are you related to any given individual?



Gaining insight / discovery - continuedFind what you are looking for

Finding the right information, the right people when you need it



Stay Connected in your Mail applicationEasy access to experts, key documents, stay current with what is happening in your network, initiate and work on collaborative tasks


Social “enabled” business applications / tools


Mobilize team / crowd Collaborate on a set of objectives and insights, find the right experts and drive actions


Social “enabled” business applications / tools - continued


“Socialize your web sites” – internally or externally

Promote experts, engage with your audiences, harness ideas, build communities, drive discussions, and get answers

Social “enabled” business applications / tools - continued


Consumable information flow

Simplify user actions

Design Principles



Moving from sending to sharing Optimized Mobile Access

More on Design Principles



Flexibility of deployment options Support a large set of system platforms and deployment options

Deploy on site ...

In the cloud ...

Hybrid ...



● The benefits



The Social Business is changing the way we work

● Social Media Monitoring/Analytics● 11 out of top 50 brands are using social

media as a sustainable tool for marketing3

Product & Service Product & Service InnovationInnovation● Ideation, Jams● 44% of F200 executives report using

crowd-sourcing to improve corporate responsibility; 95% feel it has benefits4

● Expertise Location, Talent clouds● 89% recruit from social networks1 and 55%

are planning to invest more in social recruiting1

● 42% of LE's spend on informal learning2

● Clients seeking advice and solutions ● 51% of companies permit employees to

use social media for business purposes, up from 19% in 20095

1 Jobvite Social Recruiting Survey, 20112 Bersin & Associates, 2011, Corporate Spending on Social Learning3 BrandZ most valuable brands, 2011, Kuliza analysis4 Weber Shandwick/KRC Research Study, October 2010, 216 F200 executives5 Robert Half Technology Group, 1400 CIOs, August 2011

Customer Care and InsightCustomer Care and Insight

Governance/Risk/ComplianceGovernance/Risk/ComplianceWorkforce OptimizationWorkforce Optimization

http://www-01.ibm.com/software/lotus/socialcollaboration/


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IBM Connections Home pageSee what's happening across your social network

BlogsPresent your own ideas, and learn from others

CommunitiesWork with people who share common roles and expertise

FilesPost, share, and discover documents, presentations, images, and more

Micro-bloggingReach out for help your social network

ProfilesFind the people you need

WikisCreate web content together

Social AnalyticsDiscover who and what you don’t know via recommendations

ActivitiesOrganize your work and tap your professional network

BookmarksSave, share, and discover bookmarks

ForumsExchange ideas with, and benefit from the expertise of others

Media GalleryAdd sizzle by sharing rich media like Photos and Videos

Ideation BlogsCreate ideas and leverage the crowd to develop them

Document LibrariesSecurely manage and collaborate on business documents


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Document Management goes Social


● Goals are to;

seamlessly integrate traditional document libraries capability into Connections Communities

Seamless access to document functions and awareness of changes through Connections News stream

Searchable and discoverable via Connections Social Discovery and Analytic Service

Social Document management content embedded experience

Notification of an update residing within Social Document Management


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Document Management goes Social

● Goal to include “social” features for content stored within Document libraries such as;

Tagging

Recommending

Commenting

Download Count



Collaborative Decisioning

Cognos 10 + Connections Advanced Case Management

FileNet + ConnectionsCase Manager + Sametime

Social Software Engineering

Rational Jazz + Connections + Sametime

Community InsightsCognos Consumer Insight + Connections; Cognos BI +

Connections (planned)

Social Augmented BPMLombardi /

WebSphere Process Server + Connections (planned)

Social enhanced Governance

Tivoli directory, identity, and security mgmt. products + Connections + LotusLive

Social Application Middleware

WebSphere products + Cognos + Connections, etc.

Social Information Management

DB2 products + Cognos + Connections, etc.

IBM is packaging people centric process integration

Smarter CommerceSterling Commerce, Core metrics, Unica,

Custmer Expereince suite,Cognos Consumer Insight, IBM Case Manager


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Access Points

Social business capabilities

Delivery models

And more ...

Services could include; Mail, presence awareness, meetings, collaborative document editing, & more.

Services could include; web document editing, collaborative authoring, shared files / folders & more.

Services could include; real-time sentiment analysis, web analytics, smart filtering & more.


How IBM is investing for your success

Content Social Analytics

Integration

Mobile


Engaging and Exceptional....Here NOW with Social Business

Customers

Partners

Employees

Interactive

InternalEnterprise

Application, Information &

Content SprawlB2E

Business Web EmergenceB2E / B2B

Internet / Web Self-ServiceB2E / B2B

B2C

OptimizingWeb

Experience

B2E / B2BB2C

Web / User Proliferation

B2-All

SocialBusiness

Read only

Engaging & Responsive


Smart Portals: Best-of-Breed Web Experience & Market-leading Social Software

Integrated ApplicationsSocialWCM

'Smart' or 'Social' Portal


Web Experience capabilities deliver engaging experiences that are social, mobile, integrated

Experts

Communities

Personalized Content

Mobile

Content Management

Video

Analytics

Available Now


Finnair – Customer Site 2010 WEBAWARD - Web Marketing Association (Airline Standard of Excellence)

Boston Medical Center – Patient Site 2010 WEBAWARD - Web Marketing Association (Outstanding Website)

US Tennis Association – US Open Site 2010 Webby Award Nominee – Event Site (Finalist)

Cars.com – Customer Site 2010 WEBAWARD - Web Marketing Association (Automobile Standard of Excellence)

Brocade Communications – B2B Site 2010 WEBAWARD - Web Marketing Association (B2B & Technology Standard of Excellence)

International Enterprise Singapore – G2B Site2010 WEBAWARD - Web Marketing Association (Government Standard of Excellence)

Tyco International – B2B Site 2010 WEBAWARD - Web Marketing Association (B2B Standard of Excellence)

AMP Limited – Employee Intranet 2010 Intranet Innovation Award, Step two Designs (Gold award: Communication & Collaboration)

Omron Europe – Employee Intranet 2010 Intranet Innovation Award, Step two Designs (Gold award: Frontline Delivery)

Exceptional Web Experiences Recognized

King Faisal Specialist Hospital2011 best electronic content web site in the Kingdom of Saudi Arabia, selected by Ministry of Communication

CareFirst BlueCross BlueShield – Member Portal 2011 WEBAWARD – Web Marketing Association (Outstanding Website)

US Tennis Association – US Open Site 2011 WEBAWARD – Web Marketing Association (Best Sports Website - Winner)

RBC Royal Bank – Online Banking Site 2011 Best Consumer Internet Bank in Canada - Global Finance Magazine (Winner)

AMP Limited – Employee Intranet 2011 Intranet Design Award, Nelson Norman Group (Winner)

BMO Financial Group – Online Business Banking 2011 CIO 100 – CIO Magazine (Winner)

Dubai Government – eGovernment Site 2011 Middle East eGovernment and eServices Excellence Award – Best eGovernment Portal (Winner)

Qatar National Government – eGovernment Site 2011 World Summit Award – Arab e-Content Award (Winner)

Lufthansa – Customer Site 2010 WEBAWARD - Web Marketing Association (Best Airline Website)

RBC Royal Bank – Online Banking Site 2010 Surviscor’s Online Banking scorCard (Winner)


Client ROI References*

*as projected by IBM BVA client

Primary Goals

SVP Sales

Increase revenue

CMOIncrease pipeline and

conversion

Increase customer interactions by 15% = $18M revenue growthIncrease incoming call cross-sell by 5% = $4.3 increased profitLower campaign expenses by 20% - $2M cost reductions

SVP Customer Service Improve customer service

levels

Reduced support time 5% = $4.3 M increased profitFaster time to revenue new customers (-30 days)Electronic support reduces mail costs $ 1 M

SVP R&D

Increase innovation pipe and reduce time to market

Increased new product pipeline yield by 5%10% reduced of overlapping projects = $33 M savings

SVP HRIncrease employee

engagement and retention

Faster on-boarding & M&A = 10% lower costReduced new employee training costs 15% Compressed employee communications time = $2MVirtual teamwork reduces travel frees $8M

Sponsoring executives will typically request ROI:

40 Social Business ROI

Increased quality sales time by 5% = Increase profit $250MFaster integration of acquisitions by 1 month = $27M profit increaseFaster new seller on-boarding by 1 month = $27M profit increase


Background• U.S. electric utilities provider (14M customers)• Business challenge: “Roll out new grid, while continuing to lower costs”

Return on Investment

Social Business in ActionSocial Business in Action

Human Resources ROI at UtilityCo

Business Initiatives Pain Point Social Business Benefits

Build organizational skill for future technologies

• Expertise of retiring workforce is being lost ( >40% in 7 years )

•Poor communication and mentoring yielded high turnover (15%) of new talent focused on Smart Grid programs

● Communities collect best practices and facilitate professional relationships to spread knowledge, experiences, successes/failures

● Significantly improved on-boarding and employee effectiveness = $2M savings



Background• Global leader in food products• Business challenge: “Beat competition with more on-target products”


Product Development ROI at CPG-Co

Business Initiatives Pain Point Social Business Benefits

Increase revenue by responding to markets faster, and with more innovative products

• No effective means to create and engage cross-geography product teams

● Rich communities that match experts to new product teams● Idea gathering tools to harvest and promote promising innovations● Increase product “hit rate” 5% per year, $17M - increased revenue


Background• Global leader in technology and services (400,000 employees)• Business challenge: “Cut thru the clutter, and kick start sellers”


Business Initiatives Pain Points Social Business Benefits

Optimize sales resources

• Sellers burning 15% of total time navigating across brands and resources.

● Seller able to easily locate expertise and winning sales patterns across all resources and artifacts ● Give sellers 1% more time for high value customer sales, $200M increased profit

Faster time to sales with new employees

• Volume of information and size of organization is overwhelming to new employees.

● New sellers guided thru organization and assets with social communities and mentors ● Reduce on-boarding time by 1 month, $22M - increased profit


Sales ROI at TechCo


It’s not as difficult as some imagine


Case study 1 - Electrolux








Case study 2 – a big bank in the UK


Case study 3 – Dutch Tax Office


Dutch Tax Office – 'ConnectPeople'

● Responsible for tax collection and processing for all tax residents – individuals and businesses in the Netherlands

● Knowledge intensive government agency, wanting to improve efficiency, ideation processes and citizen service levels

● IT & CIO Key Project Sponsors, but wide organizational support● Multiple stand alone and open source point solutions, causing multiple

LoB / department level pain points● IBM Connections deployment organisation-wide for 35,000 users

across Holland● Leveraging existing investments – IBM Connections integrated in

MS Sharepoint and Outlook



Microblogging: Asking for HelpKnowledge

Accident

Asking for Help

HR InitiativeWidget

Following an Initiative


Driving adoption and cultural change within the organization


“Lobby” Marketing: Banners, Flyers, Video Boards

Driving adoption and cultural change within the organization


You are being followed…


Challenge #1 – How do you launch? Standalone branded solution or into existing infrastructure / identity?

Connect.BASF


Cardiff Portal


Challenge #2 – Have you published your Social Computing Guidelines?


Challenge #3 – Do you have “Holistic” view of your social Business

Internal External


Challenge #4 – Need to take into consideration CULTURE & GENERATIONAL differences.

Supporting Open Ideas• Idea that FAILED the hardest•Golden Cow Award

Generational differences•How they collaborate•Device / Mobile

Understanding “Social Roles”•Contributor vs. Lurker•Not everyone has to blog

Flattening The Organization•Remove barriers•Speed, Empowered


IBM Connections Deployment Posters


IBM Connections Deployment Posters


Sales – how to apply in a commercial organization

• Drive More “Social” Selling

• Sales Eminence• Change the Sales

Process» Deal Progression» Expand Territories» Social Learning

• IBM Software Community = 52K members

• Competitive• Evangelism


Summary

● IBM continues to lead the market in social and receive accolades from analysts and customers

● Our Social portfolio continues to transform and deliver capabilities to support customers in transforming their organizations to Social Businesses

● Start your Social Business journey now and drive greater results using technologies such as IBM Connections and IBM Lotus Quickr


Next steps1) Become a Social employee like Gary said.... (repeating the message

helps! ;-)

2) Contact IBS for a live Connections demo tailored to your organization!

3) Run a Social Business Agenda Workshop to create a joint strategy

4) Deploy, adopt & reap the benefits!

5) Having active Lotus Notes & Domino, or Websphere Portal software subscriptions? Then You're Entitled to IBM Connections Files & Profiles at no additional charge!

Links● IBM Social Business - http://www.ibm.com/social

● IBM Connections product page - http://www-01.ibm.com/software/lotus/category/socialsoftware

● IBM Connections live to try and see in action: https://greenhouse.lotus.com (click on Sign up for a free account)

http://www.ibm.com/social

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



https://greenhouse.lotus.com/

https://greenhouse.lotus.com/


Questions

IBM Confidential Until January 31, 2011


Legal disclaimer

© IBM Corporation 2012. 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.

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All references to Greenwell refer to a fictitious company and are used for illustration purposes only.

The Power of Social Collaboration, BGS2012, Sofia, Oscal Laufer

Technology

web marketing

started real

background

agenda social

document management

tennis association

social business

gold award