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From the Bowling Green State University 3rd Conference on Students Global Competitiveness -- Presentation on how social networking can be used for collaboration in business
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Ed BrillDirector, Product ManagementIBM Lotus Software
Successful social networking for business collaboration
© 2008 IBM Corporation
Data to PeopleData to PeopleUser ExperienceUser ExperienceSocial NetworkingSocial NetworkingSharingSharingTrust, ReputationTrust, ReputationEnd User ContributionEnd User ContributionMore it used more valueMore it used more value
Web 1.0Web 1.0 Web 2.0Web 2.0
2 Web 2.0, Social Networking and Enterprise Value
© 2008 IBM Corporation
Demand for Growth
Innovators grow faster
75% of CEOs indicated that collaboration was important to innovation
Top sources of innovation were employees, business partners and customers
“It's not what work you expect Employee #1234 to accomplish per person-month of work.
It's the work you never expected would happen, that suddenly creates new business.”
Drives a Need for Innovation
IBM Institute for Business Value, CEO Study 2006
3 Web 2.0, Social Networking and Enterprise Value
© 2008 IBM Corporation
Changing Demographics
19% of the entire American workforce holding executive, administrative and managerial positions will retire in the next five years
Source: Beazley, et. al, Continuity Management, Mackay, Alan. “Mature Age Workers: Sustaining Out Future Labor Force.” An Ageless Workforce - Opportunities for Business' Symposium Conference Paper. August 27, 2003. www.ageing.health.gov.au/ofoa/wllplan/aawpapers.htm, Time to act quickly on aging.” The Japan Times Online. August 23, 2002 www.japantimes.co.jp/cgi-bin/getarticle.pl5?ed20020823a1.htm, A. Paulli, “Pension systems and gradual retirement in Italy”, September 2000, p.17
In the year 2000, there were more people receiving pensions in Italy than people working (22 versus 21 million)
Within the next seven years, 33 million people in Japan (26% of the population) will be over 65 years old
By 2016, the number of individuals aged 60-64 in Australia is expected to almost double
Drives a Need to Empower New Generation of Business Leaders
4 Web 2.0, Social Networking and Enterprise Value
© 2008 IBM Corporation
Changing Nature of Work
Work environments are more complex– Matrixed organizations– Organization changes– Mergers / Acquisitions
Work environments are more disconnected
– Global companies– Outsourcing – Remote workers
More interactions with unknown people
Drives a Need to Connect Dispersed Workforces
5 Web 2.0, Social Networking and Enterprise Value
© 2008 IBM Corporation
% trust somewhat or completely
Source: Forrester Research and Intelliseek
Low Trust in Advertising
“Indicate your level of trust in the following types of ads”
Drives a Need to Connect Consumer in Communities
6 Web 2.0, Social Networking and Enterprise Value
© 2008 IBM Corporation
Old way / New way
© 2008 IBM Corporation
Old way / New way
© 2008 IBM Corporation
Old way / New way
© 2008 IBM Corporation
Wrong way
© 2008 IBM Corporation
Very Wrong WayLast year consultant Sara Radicati published a negative report about IBM's Notes e-mail product. That led to organized outrage from bloggers who, it turns out, are consultants who make money installing Notes. She says her firm, the Radicati Group in Palo Alto, Calif., was deluged with obscene phone calls and e-mails, a common element when blogs go negative. "They were trying to disable my business," she says. "It was obscene, vile, abusive, offensive stuff. These are a bunch of sickos."
The anti-Radicati bloggers got an endorsement of sorts from an executive at IBM. Ed Brill, an IBMer who works on Notes marketing and publishes his own blog (edbrill.com), responded on July 23 last year to Radicati's bearish Notes report. He questioned whether she had ties to Microsoft and referred readers to two other blogs with far blunter assertions.
Within days bloggers had posted "investigative" articles "exposing" her as corrupt and unethical, claiming she was a "shill"who took bribes from Microsoft.One blogger said she was doing something shady by operating a group that helps small companies find venture funding. Bloggers linked to one another's sites and posted on Brill's blog and elsewhere, creating an echo chamber in which, through repetition, the scandal began to seem genuine. Six days after the attacks began, a Notes consultant in the U.K. gloated on Brill's blog:"The Radicati Group?Their analysis is now meaningless …. Their name has been blackened, their reputation in tatters."
Radicati fought back by responding on her own Web site, but the smear job hovers online, appearing when you Google her name or start with Brill's mostly diplomatic site and then work your way through its links. One step away is IBM itself, which has a Notes site that once linked into Brill's. That link has since been taken down. Radicati says IBMignored her pleas to stop Brill from linking to the hate sites. IBM says it has nothing to do with Brill's blog.
A week after that flap IBMer Brill fired up the swarm again, issuing a call to arms against research firm Meta Group for similar sins. "Y'all did such a good job on the last report … " his blog entry began. Sure enough, soon Meta was being "investigated" by bloggers and "exposed" as Radicati was. Gartner, which now owns Meta, declined to comment.
No wonder companies now live in fear of blogs.
© 2008 IBM Corporation
It’s more than fun
12 Web 2.0, Social Networking and Enterprise Value
IBM Software Group | Lotus software
13
The Power of Participation
Connect to undiscovered information & experts
Discover new relationships
Execute better business decisions
Capturing, packaging and reusing user created content
© 2008 IBM Corporation
Wisdom of the Crowd – ratings, comments, tags
14 Web 2.0, Social Networking and Enterprise Value
© 2008 IBM Corporation
Crowdsourcing
© 2008 IBM Corporation
Communities
© 2008 IBM Corporation
Bringing customers into the community
© 2008 IBM Corporation
Twitter: Like being at a networking cocktail party
© 2008 IBM Corporation
Search increases value with “people”
19 Web 2.0, Social Networking and Enterprise Value
Experts on the topic 1 Click Away
Tagged Websites 1 Click Away
© 2008 IBM Corporation
ROI Model: Role Interaction Patterns
20 Web 2.0, Social Networking and Enterprise Value
ProductExperts
“Friend”
Customer Sales
SpecificSales
Experts
ExpertiseEngine
CRM with “Expert Links”
RewardsFor assisting
saleSponsoredExternal
Community
ProductExpert
SpecificSales
Experts
Sales Process Example
© 2008 IBM Corporation
IBM Social Software Strategy
RICH CLIENT
PORTAL MASHUP
S
BROWSER DESKTOPCONNECTORS
ATOM MOBILE
BLOGSCOMMUNITIE
S
DOGEAR
DOC LIBRARIES
FORUMS
HOME PAGESLISTS
PROFILES
SHARING
WIKIS
TEAM SPACES
ACTIVITIES
PEOPLE PLACES CONTENT
Delivering the most complete set of
collaboration and social software services that enable rich
integration with Portal, Notes &
other applications you use everyday
IBM Software Group | Lotus software
22
© 2008 IBM Corporation
IBM Social Software Can Help Meet Today's Business Imperatives
Need to increase efficiency and
effectiveness of business processes
using existing resources and people
to enhance productivity
Organizations must tap into the
intellectual capital of the entire value chain, correlating
insights and anticipating
opportunities and threats.
Create a competitive advantage that is
sustainable in today's business dynamic
climate by leveraging innovation from
across your value chain and creating
stronger relationships
I NEED TO WORK SMARTER I NEED MORE INSIGHT I NEED INNOVATION
PRODUCTIVITY AGILITY ADVANTAGE
IBM Software Group | Lotus software
Your inbox is a catalyst for productivity Moving from it interrupts your workflow and introduces opportunities for distraction.
InstantMessaging,Presence
Awareness
E-mail,Calendar, Contacts
Documents,Presentations,Spreadsheets
Activities Personal Library, Blogs
Feeds, Widgets, Live Text
Composite Applications,
Business Mashups
© 2008 IBM Corporation
“BlueIQ” - Driving Social Software use across IBM
...in 40 Countries
540+ Ambassadors... “Volunteer Army” of Social Software Ambassadors
IBMers helping other IBMers
Clinics – help individuals get started 1:1
“Lunch & Learn” sessions – education on to how to use social software
“Jumpstart” engagements - internal "consulting" to help enable team
Identify use cases, best practices, and tools – by role, by task
Make it easy to get started
Generate “buzz” & Share successes
Tap Early Adopters as grassroots evangelists
Drive change tops down, bottoms up, sideways…
encourage experimentation
© 2008 IBM Corporation
Lotus Connections is already at work in IBM
CommunitiesIBM hosts over 2,000 online communities, each with shared resources and discussions. More than 800 are private communities.
BlogsIBM’s BlogCentral has 15,544 blogs, 138,803 entries with 66,117 users and 32,911 tags.
DogearIBM’s internal Dogear system has 693,702 total bookmarks with 1,778,571 tags and with a user population of 15,530.
ActivitiesIBM’s internal Activities service contains 64,284 unique activities with 583,254 unique entries and with 90,602 registered members.
ProfilesIBM’s internal BluePages application provided the basis for Profiles. BluePages holds 651,099 profiles and serves over 1 million searches per week. It is the hub of both user requests and all applications authentication for IBM.
Data is as of Dec 31, 2008
© 2008 IBM Corporation
People around the world
IBMers around the world
Other IBMers in Gail's country
Co-Workers
Friends
GailJimMary
Gail's manager
Jim’s manager
Susan
JohnHelen
Roberto
Akira
Chris
Peter
Frequent e-mails
Infrequent e-mails
Wikis + Blogs + SN
Connections means connections!
IBM Software Group | Lotus software
28
Social patterns, Semantic Content and DiscoverySocial patterns, Semantic Content and Discovery
•Value created by participation•Search evolves to discovery
© 2008 IBM Corporation
Summary
29 Web 2.0, Social Networking and Enterprise Value
•Social networking is part of the fabric of our lives today
•Companies can distinguish themselves in the eyes of customers and the marketplace by engaging
•Elasticity, puffery, and authority are the victims of social networking
•...but innovation is the differentiator today, anyway
•There is much more than technology required to be best-in-class and win in the market