IBM Connections in Small or Medium Enterprise? Sure!

Jan Valdman, DNS a.s.Michal Holoubek, oXy Online, s.r.o.

(Motto)

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„As a director, you suddenly miss the straightforwardness of

the old days when you were one team, one family. At that

moment, we realized we were big enough to be ready for a

company social network.“

Zdenek MICHÁLEK

Director of Strategy and Development, CZC.cz

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Why Social Business?

SOCIAL BUSINESS

Different-sized Companies Require Different Approach.

You don’t have to be a large company to take advantage of social business, but…

… you will use the social business by any other way

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Example: Management Meetings

Open Issues. Information,

documents, discussion.

Last meeting. Open issues

and tasks.

Meeting minutes.

Decisions and tasks

Example: Small Project Management• Tool for planning and realization of small

projects

• One place for project documentation and communication

• Increase in effectivity of project management

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Example: HR• Communication: company

employees• Communication: HR employees• Feedback: employees company

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Example: Simple Test Management Tool

• Test planning and management

• Reporting• Easy, effective and

cheap tool for test management.

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Different-sized Companies Require Different Approach.

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Size of organisation

Siz

e of

com

mun

ity

Activity

Sharing

Social network

Best Practice of Adoption Process

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Top management

HR

Marketing

Trade

Technical support

Customer support

Business cases

Testing

Ad hoc working groups

Pilot (8 months)

Expansion (6 months)

Evolution

Best Practice: Summary• Social Business approach enables people within

the company to stay in contact.• Adoption has to start from the top down.• The simplest solutions are often the best.• Flexibility • The implementation partner has to cover both

technology and methodology11

Best Pracctice: Tablets• Top management prefer a mobile

client ratherthan a web interface.

• Tablets – from e-mail reader to inteface and corporate IS.

• Tablets simplify the adoption of IBM Connections considerably

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Greiner Growth Model and Social Business

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Organisational Age

Org

anis

atio

nal S

ize

Leadership

Crisis

Autonomy Crisis

Control

Crisis

Staff

Crisis

Growh

Through

Creativity

Growh

Through

Direction

Growh

Through

Delegation

Growh

Through

Collaboration

Growh

Through

Coordination

Act

ivit

y

Sh

arin

g So

cial

Net

wo

rks

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Conclusion

Recommendation

Summary

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It’s human nature to communicate.

You can ignore social business as a trend but you will not get rid of it.

The only result you might achieve is that your employees will discuss

work-related issues over public social networks.

„You can disagree, you can discuss it, but that‘s about all you

can actually do about it.“

(J. da Cimrman)

Lessons Learned

#1

You don’t have to be a large company to take advantage

of social business.

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Lessons Learned

#2

Adoption depends on the size of the communities more than on the

size of the company.

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Lessons Learned

#3

Even sophisticated solutions are made of just a few elementary types of activities and services.

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Lessons Learned

#4

In an SMB, the adoption must begin from the top management down.

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Lessons Learned

#5

Tablet is a natural client device for social employees.

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Lessons Learned

#6

The implementation partner plays a key role.

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A Few Recommendation how to

KILL the project

!22

#1

It́ s a software. It means it is responsible to IT department.

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#2

First step – pilot and than roll-out

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#3

We will install this product and put it users for testing

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#4

The best way is the transfer of apllications from other company

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#4

We don t́ need the partner for adoption

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