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

Enterprise Social Collaboration

Why Now, the Benefits, and Real Examples

Oskar Laufer | Portal & Social Leader, IBM Collaboration Solutions CEE
oskar.laufer@at.ibm.com

Sofia, March 13, 2012

©2012 IBM Corporation

Agenda
● Social Collaboration – why now
● The benefits
● How to get started – real examples

© 2012 IBM Corporation 3

Traditional roles and processes across the business network
are evolving, forever changing the way organizations operate
Employees Customers Partners
self-forming teams around leading the conversations becoming on-demand
fast moving opportunities that define brands 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.
© 2011 IBM Corporation

Knowledge work has changed

●
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!

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


Workforce demographics have changed

Traditionalists Boomers Gen X Millenials

Born 1922 – 1945 1946 – 1964 1965 – 1980 1980 – 2000
http://www.generations.com

Training The hard way Too much and I’ll Required to keep me Continuous and
leave expected

Learning style Classroom Facilitated “By
Independent 2014, 50 percent of all
Social and
networked
employed people will be
Communication style Top-down Guarded Hub and spoke Collaborative
Millennials”
Source: Millennials: 50% of Workforce
Problem-solving Hierarchical Horizontal Independent Collaborative
by 2014 February 2011

Decision-making Seeks approval Team informed Team included Team decided
Source: Lancaster & Stillma (2003) & Stillman

Leadership style Command and Get out of the way Coach Partner
control

No news is good Once per year Weekly/Daily On Demand
Source: Lancaster

Feedback
news

Technology use Uncomfortable Unsure Unable to work Unfathomable if not
without it provided

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

Purpose-built Social Collaboration tools are key to leveraging such ©a workforce
2012 IBM Corporation 6

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


Agenda
● 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
Resources that you may
“Do you know” widget
want to be aware of
identifies people who
may have common Community, Bookmark, Document
interests and objectives and Wikis that may be helpful to you


Gaining insight / discovery - continued
Better insight when forming and expanding your network
How are you related to any given individual?


Gaining insight / discovery - continued
Find what you are looking for
Finding the right information, the right people when you need it


Social “enabled” business applications / tools

Stay Connected in
your Mail application
Easy 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 - continued
Mobilize team / crowd
Collaborate on a set of objectives and insights, find the right experts and drive actions

Designs subject to change © 2012 IBM Corporation 23

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


Design Principles

Consumable information flow

Simplify user actions


More on Design Principles

Moving from sending to sharing Optimized Mobile Access


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

In the cloud ...

Hybrid ...
Deploy on site ...


Agenda
● The benefits


The Social Business is changing the way we work

Customer Care and Insight Product & Service
Innovation
● Social Media Monitoring/Analytics ● Ideation, Jams
● 11 out of top 50 brands are using social ● 44% of F200 executives report using
media as a sustainable tool for crowd-sourcing to improve corporate
marketing3 responsibility; 95% feel it has benefits4

Governance/Risk/Compliance
Workforce Optimization

● Expertise Location, Talent clouds
●
Clients seeking advice and solutions
● 89% recruit from social networks1 and 55%
● 51% of companies permit employees to
are planning to invest more in social use social media for business
recruiting1 purposes, up from 19% in 20095
● 42% of LE's spend on informal learning2

1 Jobvite Social Recruiting Survey, 2011
2 Bersin & Associates, 2011, Corporate Spending on Social Learning
3 BrandZ most valuable brands, 2011, Kuliza analysis
4 Weber Shandwick/KRC Research Study, October 2010, 216 IBMexecutives
© 2012 F200 Corporation 29
5 Robert Half Technology Group, 1400 CIOs, August 2011

IBM Connections
Profiles Home page
Find the people you need See what's happening across your
social network
Communities
Work with people who share Social Analytics
common roles and expertise Discover who and what you don’t know
via recommendations
Files
Post, share, and discover documents, Micro-blogging
presentations, images, and more Reach out for help your social network

Wikis
Create web content together Bookmarks
Save, share, and discover bookmarks

Activities
Organize your work and tap your Blogs
professional network Present your own ideas, and learn
from others

Forums Ideation Blogs
Exchange ideas with, and benefit from Create ideas and leverage the crowd to
the expertise of others develop them

Media Gallery Document Libraries
Add sizzle by sharing rich media like Photos Securely manage and collaborate on
and Videos business documents

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 Social Document
management content
stream embedded experience

Searchable and
discoverable via
Connections Social
Discovery and
Analytic Service Notification of an update
residing within Social
Document Management


Document Management goes Social
● Goal to include “social” features for content stored within Document
libraries such as;
Tagging
Recommending
Commenting
Download Count


IBM is packaging people centric process integration
Collaborative
Decisioning
Smarter Commerce Cognos 10 + Connections Advanced Case
Sterling Commerce, Core metrics, Unica, Management
Custmer Expereince suite,Cognos FileNet + Connections
Consumer Insight, IBM Case Manager Case Manager + Sametime

Community Insights Social Augmented BPM
Cognos Consumer Insight + Lombardi /
Connections; Cognos BI + WebSphere Process Server +
Connections (planned) Connections (planned)

Social enhanced Social Software
Engineering
Governance Rational Jazz + Connections
Tivoli directory, identity, and + Sametime
security mgmt. products +
Connections + LotusLive

Social Information
Management
Social Application DB2 products + Cognos +
Middleware Connections, etc.
WebSphere products + Cognos +
Connections, etc.


Access And more ...
Points

Services could include; Mail, presence Services could include; web document Services could include; real-time
awareness, meetings, collaborative editing, collaborative authoring, shared sentiment analysis, web analytics,
Social document editing, & more. files / folders & more. smart filtering & more.
business
capabilities

Delivery
models


How IBM is investing for your success

Content Social Analytics Mobile

Integration


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

Interactive
Social
Business
Read only
Web / User
Optimizing Proliferation
Web B2-All
Experience
Internet / Web
Self-Service B2E / B2B
B2E / B2B
B2C Employees Customers
Business Web
Internal Emergence B2C
Enterprise
Application, B2E / B2B
Information &
Content Sprawl
Partners
B2E


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

'Smart' or 'Social' Portal

Integrated
WCM Social Applications


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

Personalized Video
Experts Content

Communities Mobile

Analytics

Content
Management


Exceptional Web Experiences Recognized

King Faisal Specialist Hospital Finnair – Customer Site
2011 best electronic content web site in the Kingdom of Saudi 2010 WEBAWARD - Web Marketing Association (Airline
Arabia, selected by Ministry of Communication Standard of Excellence)

CareFirst BlueCross BlueShield – Member Portal Boston Medical Center – Patient Site
2011 WEBAWARD – Web Marketing Association (Outstanding 2010 WEBAWARD - Web Marketing Association
Website) (Outstanding Website)

US Tennis Association – US Open Site US Tennis Association – US Open Site
2011 WEBAWARD – Web Marketing Association (Best Sports 2010 Webby Award Nominee – Event Site (Finalist)
Website - Winner)
Cars.com – Customer Site
RBC Royal Bank – Online Banking Site 2010 WEBAWARD - Web Marketing Association
2011 Best Consumer Internet Bank in Canada - Global Finance (Automobile Standard of Excellence)
Magazine (Winner)
Brocade Communications – B2B Site
AMP Limited – Employee Intranet 2010 WEBAWARD - Web Marketing Association (B2B &
2011 Intranet Design Award, Nelson Norman Group (Winner) Technology Standard of Excellence)

BMO Financial Group – Online Business Banking International Enterprise Singapore – G2B Site
2011 CIO 100 – CIO Magazine (Winner) 2010 WEBAWARD - Web Marketing Association
(Government Standard of Excellence)
Dubai Government – eGovernment Site
2011 Middle East eGovernment and eServices Excellence Tyco International – B2B Site
Award – Best eGovernment Portal (Winner) 2010 WEBAWARD - Web Marketing Association (B2B
Standard of Excellence)
Qatar National Government – eGovernment Site
2011 World Summit Award – Arab e-Content Award (Winner) AMP Limited – Employee Intranet
2010 Intranet Innovation Award, Step two Designs (Gold
Lufthansa – Customer Site award: Communication & Collaboration)
2010 WEBAWARD - Web Marketing Association (Best Airline
Website) Omron Europe – Employee Intranet
2010 Intranet Innovation Award, Step two Designs (Gold
award: Frontline Delivery)
RBC Royal Bank – Online Banking Site
2010 Surviscor’s Online Banking scorCard (Winner)

Sponsoring executives will typically request ROI:
Primary Goals Client ROI References*
SVP Sales
Increased quality sales time by 5% = Increase profit $250M
Increase revenue Faster integration of acquisitions by 1 month = $27M profit increase
Faster new seller on-boarding by 1 month = $27M profit increase

CMO
Increasecustomer interactions by 15% = $18M revenue growth
Increase pipeline and Increaseincoming call cross-sell by 5% = $4.3 increased profit
conversion Lower campaign expenses by 20% - $2M cost reductions

SVP Customer Service
Reduced support time 5% = $4.3 M increased profit
Improve customer service Faster time to revenue new customers (-30 days)
levels Electronic support reduces mail costs $ 1 M

SVP R&D
Increase innovation pipe Increasednew product pipeline yield by 5%
and reduce time to market 10% reduced of overlapping projects = $33 M savings

SVP HR  Faster on-boarding & M&A = 10% lower cost
Increase employee  Reduced new employee training costs 15%
engagement and retention  Compressed employee communications time = $2M
 Virtual teamwork reduces travel frees $8M

*as projected by© 2012 IBM Corporation
IBM BVA client 40

40 Social Business ROI

Social Business in Action

Human Resources ROI at UtilityCo

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

Return on Investment

Business Initiatives Pain Point Social Business Benefits

Build organizational skill for • Expertise of retiring workforce is being lost ● Communities collect best practices and facilitate
future technologies ( >40% in 7 years ) professional relationships to spread knowledge,
• experiences, successes/failures
Poor communication and mentoring
yielded high turnover (15%) of new talent ● Significantly improved on-boarding and
focused on Smart Grid programs employee effectiveness = $2M savings



Product Development ROI at CPG-Co

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


Business Initiatives Pain Point Social Business Benefits

Increase revenue by • No effective means to create and engage ● Rich communities that match experts to new
responding to markets cross-geography product teams product teams
faster, and with more ● Idea gathering tools to harvest and promote

innovative products promising innovations
● Increase product “hit rate” 5% per year,

$17M - increased revenue



Sales ROI at TechCo

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 • Sellers burning 15% of total time ● Seller able to easily locate expertise and winning sales
resources navigating across brands and patterns across all resources and artifacts
resources. ● Give sellers 1% more time for high value

customer sales, $200M increased profit

Faster time to sales with • Volume of information and size of ● New sellers guided thru organization and assets with
new employees organization is overwhelming to social communities and mentors
new employees. ● Reduce on-boarding time by 1 month,

$22M - increased profit


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


Following
an Initiative

Microblogging: Asking for Help
Knowledge
Accident

HR Initiative
Widget

Asking for
Help


Driving adoption and cultural change within the
organization


Driving adoption and cultural change within the organization
“Lobby” Marketing: Banners, Flyers, Video Boards


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


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 steps
1) 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)


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.

IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United
States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.

Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.

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

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