Building a cohesive solution to many of your organization's business issues and projects requires a framework approach which brings together what you have with new solutions to enhance every day work and let your people become better versions of themselves.
2. Department
Productivity
We all interact and collaborate
at different levels in our
organizations.
2
Team WorkingIndividual
Productivity
Enterprise
Transformation
4. 4
We all work in
different lines
of business
and industries
Design Operations
Finance Human Resources
Engineering Retail
Travel & Transportation Education
5. 5
We all use lots
of tools to
perform our
work every day.
Calendar Voice Mail Mobile
Document
Editing
Processes
& Workflow
Conversation
Tools
Web Meetings File Management
Everything
Else
7. Design Finance Engineering
Travel &
Transportation
Technology
Tools
Business
Requirements
• “Which tool should I use to meet the business
outcomes of my line of business or industry?”
• “I have all these tools but I still don’t seem to
have time to do my work.”
8. Design Finance Engineering
Travel &
Transportation
Business
Requirements
Secure File
Management
Employee
Engagement
Smarter Use
of Knowledge
Improved
Workflows
Engaging
External Teams
Skills Acquisition
Unlocking
Ideas
Transparency
& Quality
Core
Capabilities
Better business outcomes are achieved by focusing on
the core capabilities you need to get the job done, and
then choosing the best tools to achieve it.
10. The Future of Work is built on Core Capabilities
10
Secure File
Management
Go beyond
sending and
storing files by
email.
Let your
colleagues
find content
you provide
without
needing to ask
you.
Employee
Engagement
Smarter Use
of Knowledge
Improved
Workflows
Engaging
External Teams Skills Acquisition
Unlocking
Ideas
Transparency
& Quality
Share
information
freely in the
organization.
Encourage
feedback,
input, revision
and
development -
use the
collective
knowledge.
Make all the
sources of
knowledge in
your
organization
available.
Add
Augmented
Intelligence to
help locate key
expertise.
Work flows
throughout the
organization -
through email,
files,
comments,
notifications.
Connect and
interconnect
your workflows
to improve
efficiency.
Blur the barrier
between your
organization
and your
customers and
suppliers.
Be partners,
be agile and
put your best
people
forward. Drive
engagement.
Constantly
invest in your
skills.
Make it easy
to find, acquire
and share new
skills and
develop new
ideas and
approaches.
Innovate
through
knowledge.
Have a startup
culture where
ideas are
nurtured
through open
exchange,
development
and revision.
Everyone has
a part to play
in unlocking
ideas.
Transparency
lowers risk and
raises
engagement.
Staff feel
involved and
valued leading
to better
quality in every
interaction.
Better quality
drives better
outcomes.
Inc Increasing sophistication and maturity of solution
11. Example: Finance
Finance
Example Business Outcomes
Better compliance with regulations
Smarter Use
of Knowledge
Improved
Workflows Skills Acquisition
Secure File
Management
Improved
Workflows
Transparency
& Quality
Employee
Engagement
Engaging
External Teams
Unlocking
Ideas
Core Capabilities to Achieve Outcome
Lower operating costs
More accurate forecasts and reports
12. Example: Travel & Transportation
Example Business Outcomes
Lower recruitment costs
More timely information during
disruptions
Continuous competitive advantage
Smarter Use
of Knowledge
Improved
Workflows Skills Acquisition
Secure File
Management
Improved
Workflows
Transparency
& Quality
Employee
Engagement
Engaging
External Teams
Unlocking
Ideas
Core Capabilities to Achieve Outcome
Travel &
Transportation
13. Blog & Status
Updates to Notify
Staff of Schedule Changes
Objective
Travel & Transportation Example
14. Blog & Status
Updates to Notify
Staff of Schedule Changes
Objective
Travel & Transportation Example
Travel & Transportation
Operations Team
15. Blog & Status
Updates to Notify
Staff of Schedule Changes
Objective
Travel & Transportation Example
Travel & Transportation
Operations Team
Operations News
Operations Updates
Operations
Community
16. Blog & Status
Updates to Notify
Staff of Schedule Changes
Objective
Travel & Transportation Example
Travel & Transportation
Operations Team
Operations News
Travelers
Crew
Operations
Community
Operations Updates
Social Media Team
17. Blog & Status
Updates to Notify
Staff of Schedule Changes
Better Informed
Customers & Staff
Fewer Complaints
Objective
Outcome
Travel & Transportation Example
Travel & Transportation
Operations Team
Operations News
Operations Updates
Travelers
Crew
Social Media Team
Operations
Community
19. Individual Productivity Team Working Department Productivity Enterprise Transformation
Scope
Line of Business Outcomes Industry Outcomes
Outcomes
20. Iterative Implementation Approach
Individual Productivity Team Working Department Productivity Enterprise Transformation
Scope
Line of Business Outcomes Industry Outcomes
Outcomes
21. Iterative Implementation Approach
Individual Productivity Team Working Department Productivity Enterprise Transformation
Secure File
Management
Employee
Engagement
Smarter Use
of Knowledge
Improved
Workflows
Engaging
External Teams
Skills Acquisition
Unlocking
Ideas
Transparency
& Quality
ScopeCoreCapabilities
Line of Business Outcomes Industry Outcomes
Outcomes
22. Iterative Implementation Approach
Individual Productivity Team Working Department Productivity Enterprise Transformation
Secure File
Management
Employee
Engagement
Smarter Use
of Knowledge
Improved
Workflows
Engaging
External Teams
Skills Acquisition
Unlocking
Ideas
Transparency
& Quality
Tasks / Boards Conversations Content Systems of Record Voice & Video Low Code People Service
ScopeCoreCapabilitiesEnablingServices
Line of Business Outcomes Industry Outcomes
Outcomes
23. Iterative Implementation Approach
Individual Productivity Team Working Department Productivity Enterprise Transformation
Secure File
Management
Employee
Engagement
Smarter Use
of Knowledge
Improved
Workflows
Engaging
External Teams
Skills Acquisition
Unlocking
Ideas
Transparency
& Quality
Tasks / Boards Conversations Content Systems of Record Voice & Video Low Code People Service
IBM Collaboration & Talent Solutions IBM Solutions3rd Party Solutions Your Existing Systems
ScopeCoreCapabilitiesEnablingServicesTechnology
Line of Business Outcomes Industry Outcomes
Outcomes
24. Iterative Implementation Approach
Individual Productivity Team Working Department Productivity Enterprise Transformation
Secure File
Management
Employee
Engagement
Smarter Use
of Knowledge
Improved
Workflows
Engaging
External Teams
Skills Acquisition
Unlocking
Ideas
Transparency
& Quality
Tasks / Boards Conversations Content Systems of Record Voice & Video Low Code People Service
IBM Collaboration & Talent Solutions IBM Solutions3rd Party Solutions Your Existing Systems
Public Cloud Multi-tenant Hybrid Cloud Private Cloud On-Premises
ScopeCoreCapabilitiesEnablingServicesTechnology
Infra-
structure
Line of Business Outcomes Industry Outcomes
Outcomes
26. Public Cloud Multi-tenant Hybrid Cloud Private Cloud On-Premises
Infra-
structure
Individual Productivity Team Working Department Productivity Enterprise Transformation
Line of Business Outcomes Industry Outcomes
OutcomesScope
Google Apps
IBM
Secure File
Management
Employee
Engagement
Smarter Use
of Knowledge
Improved
Workflows
Engaging
External Teams
Skills Acquisition
Unlocking
Ideas
Transparency
& Quality
Microsoft 365
Vertical
Line of Business
Solutions
CoreCapabilitiesTools
27. Key Points on Tools
• To deliver the business outcomes
you need, a mixture of tools is
required.
• Integration of tools is therefore key
for the future of work to be better
than today.
• To deliver enterprise-level
transformation you need to consider
more than one vendor.
28. Let’s play Enterprise IT Tetris
Enterprise Transformation
Department Productivity
Team Working
Individual Productivity
IBM Connections Engagement Center
Department Workflow Solutions
Team Information Sharing Systems
Individual Productivity Tools
29. Engage a customer or
supplier with IBM Watson
Workspace - have your
next meeting with Zoom.
Share a Box folder or set
up a community.
Take the next step
29
Get a trial account of IBM
Connections Cloud &
integrate it with your
desktop productivity
tools.
Synchronize your files
and share with your
colleagues.
Take the challenge - live
in the cloud for a day!
Use IBM Docs instead of
Office; use Watson
Workspace instead of
email & meetings.
Take some notes with
Box Notes!
Setup Engagement
Center in the Cloud and
integrate your favorite
applications into a single
dashboard.
Are you more productive?
Notas do Editor
Any day of the working week we switch between interactions and collaborations across all levels of our organizations.
We must drive and maintain our own individual productivity to make sure that the tasks we’re responsible for get done.
We need to play our part in the maintenance and running of the teams we are members of.
We have to make sure our department is successful and that we are contributing to our overall mission.
And finally, as good corporate citizens, we must each play our part in developing and evolving our organization.
But increasingly we expect tools designed for individual use to somehow allow us to deliver on all these levels.
Many of us have these kind of tasks and interactions on a weekly, sometimes daily basis.
We have to handle emails, conversations, files, book meetings;
We need to contribute to projects and work with customers;
We need to help manage the throughput and success of the department
And we also need to help develop ourselves with skills acquisition and participating in enterprise-level change objectives.
To make helping people like you even harder, of course we all work in different lines of business and in dramatically different industries.
What’s right for someone in the design department of a software company will not be for someone in the operations team of an airline.
So me must customize and adapt our approach to being better at collaborating and engaging with each other. One size does not fit all, so why are we content to accept this as normal?
And of course, as if all these variables were not enough, we also are presented with what can be a bewildering array of software tools and devices to help us achieve our daily work.
One major vendor of software has recently published a guide to which tool they think you should use to do what in their portfolio as there are so many options and combinations.
Surely this is madness?
So the gap between what you need to do for your line of business or your industry, at all the different levels you need to work at still exists.
More technology, more demands, less productivity and more frustration. Surely we can do better than this?
We can start to reduce the overload and increase the engagement and success of our organizations by reviewing not what our technology does for us, but what core capabilities we actually need to use in order to get our work done.
Its so easy to get confused, side-tracked and blocked by a particular software solution and its abilities. You end up having to compromise on how you get your work done to suit the tool you’re using. It shouldn’t be like this.
Better business outcomes are achieved by focusing on the core capabilities you need to get the job done, and then choosing the best tool to achieve it.
So what do I mean by Core Capabilities?
In a human workflow - where you are the person doing the work, there are around eight types of tasks, or what we call Capabilities that you need to perform in some sequence or some form. You might need to handle files, engage with other employees, contribute or find knowledge, improve how you work, engage with those outside the organization, gain new skills and unlock new ideas. Progress is measured by transparency and quality of output.
You need your productivity and collaboration tools to provide these capabilities for you. Most of us just use email to send information around when asked by others, or when you are wanting to find something out. Which of these capabilities does that cover? Engagement? Smarter Use of Knowledge? Certainly not improved workflows, and definitely not fostering a culture of transparency and quality.
IBM’s Collaboration Framework calls out these core capabilities for your workflows and disconnects the need for the capability from the actual technology tool you’re using. Why? Because its the business outcome that’s important, not the tool.
One vendor’s word processor or spreadsheet might be more or less the same as another’s. One you might find easier to use, someone else might have a different experience.
The point is that IBM believes that to Put Smart to Work, as we showed at IBM Think earlier this year, you need to think about the capability and the outcome, then apply or acquire tools that let you achieve what you want to do.
Here’s an example for a finance department in any major organization. Their desired business outcomes might be:
Better compliance with regulations (and reduction in fines associated by being out of compliance)
More accurate forecasts and reports (and therefore better decision-making by executives)
Lower operating costs.
To achieve these business outcomes you could reasonably expect these core capabilities to positively contribute to a change in how the department could work and therefore to reach the outcomes.
For something like the travel and transportation industry, such as airlines, tour operators, and the likes, some business outcomes might be:
Lower recruitment costs
More timely information during disruptions for customers and staff
Continuously building competitive advantage.
Again the core capabilities which would help achieve these outcomes are shown here. There may be others, but for the purpose of illustration I think you’ll agree that these are a good starting point.
We have an example in the travel and transportation industry.
The customer’s objective is to be able to notify people of schedule changes to flights due to weather or maintenance issues.
This is an example of employee engagement, so we’re using that capability here.
The second step is to identify who will use the solution to drive the business outcome.
In this case it’s the Travel & Transportation Operations team.
With some help from your technical colleagues, and perhaps by referring to the examples from others, construct a schematic diagram of what the solution will comprise.
In this case it’s the creation of an Operations Community where there will be a blog, Operations News, and Status Updates.
End users can subscribe to the blog or follow the community to receive the status updates that the Operations Team issues.
Step four is to identify who will access the output of the solution.
In this case it’s travelers, air crew and the social media team who might need to keep people informed via social media.
The next step is to show what the business outcome will be by implementing this solution.
Last week we introduced the Collaboration Framework as a way to describe how IBM’s collaboration solutions can deliver unique business value to drive engagement and collaboration in organisations.
The main building blocks of the Framework are the technology layer, at the bottom.
The Core Capabilities in the center.
Iterative Adoption as an approach to implementing the business change
And different permutations of solutions based on engagement, knowledge, workflows and external teams for lines of business and industry-specific situations.
Last week we introduced the Collaboration Framework as a way to describe how IBM’s collaboration solutions can deliver unique business value to drive engagement and collaboration in organisations.
The main building blocks of the Framework are the technology layer, at the bottom.
The Core Capabilities in the center.
Iterative Adoption as an approach to implementing the business change
And different permutations of solutions based on engagement, knowledge, workflows and external teams for lines of business and industry-specific situations.
Last week we introduced the Collaboration Framework as a way to describe how IBM’s collaboration solutions can deliver unique business value to drive engagement and collaboration in organisations.
The main building blocks of the Framework are the technology layer, at the bottom.
The Core Capabilities in the center.
Iterative Adoption as an approach to implementing the business change
And different permutations of solutions based on engagement, knowledge, workflows and external teams for lines of business and industry-specific situations.
Last week we introduced the Collaboration Framework as a way to describe how IBM’s collaboration solutions can deliver unique business value to drive engagement and collaboration in organisations.
The main building blocks of the Framework are the technology layer, at the bottom.
The Core Capabilities in the center.
Iterative Adoption as an approach to implementing the business change
And different permutations of solutions based on engagement, knowledge, workflows and external teams for lines of business and industry-specific situations.
Last week we introduced the Collaboration Framework as a way to describe how IBM’s collaboration solutions can deliver unique business value to drive engagement and collaboration in organisations.
The main building blocks of the Framework are the technology layer, at the bottom.
The Core Capabilities in the center.
Iterative Adoption as an approach to implementing the business change
And different permutations of solutions based on engagement, knowledge, workflows and external teams for lines of business and industry-specific situations.
Last week we introduced the Collaboration Framework as a way to describe how IBM’s collaboration solutions can deliver unique business value to drive engagement and collaboration in organisations.
The main building blocks of the Framework are the technology layer, at the bottom.
The Core Capabilities in the center.
Iterative Adoption as an approach to implementing the business change
And different permutations of solutions based on engagement, knowledge, workflows and external teams for lines of business and industry-specific situations.
Last week we introduced the Collaboration Framework as a way to describe how IBM’s collaboration solutions can deliver unique business value to drive engagement and collaboration in organisations.
The main building blocks of the Framework are the technology layer, at the bottom.
The Core Capabilities in the center.
Iterative Adoption as an approach to implementing the business change
And different permutations of solutions based on engagement, knowledge, workflows and external teams for lines of business and industry-specific situations.