Service thinking cases consolidated v6 (1)

Global 2000 Innovation-
IBM Service Thinking Project
Ana Cristina Garcia
Anna Dimerin
Olga Stryk
Ana Maria Rodriguez
Carolina Harumi Sugai
Mohamed Temraz
Historical Service Thinking Case Study Applications
Jul 8, 2013

Agenda
IBM Global 2000-Service Innovation Project July 8, 2013 Slide 2 of 20
1
2
3
4
5
6
Company and Offering - IBM & Social Business
Service Thinking Applied To Three Companies Summary
Fluor Press Release & Service Thinking Analysis
Curam Press Release & Service Thinking Analysis
Brainmates Press Release & Service Thinking Analysis
References & Appendix

International Business Machine (IBM) has various offerings
powered by both traditional and social business platforms
• Global Fortune 2000 Ranking: 20
• $104 Billion in Revenue in 2012
• $20 Billion financing for acquisitions through 2015
* CNN Money
* IBM annual Report
Products
• Wide range of products
across different
industries
• Software, Hardware,
Storage, Servers, PCs &
others
• Products are typically
prepackaged and
standardized
Services Solutions
• Business
Services, including
business strategy &
consulting
• IT services including
cloud, big data and
Integration services
• Outsourcing, training, fi
nancing and other
services
• Spearheaded by global
IBM services
• Feature a complete
turn-key offering
• Can be tailored to
corporation size
• Standardized or
customized to
customers’ unique
problems
• Can be leveraged for
social business offerings
*Other IBM Initiatives
• Smarter Planet
• Business Analytics
• Growth Markets
• Cloud Initiative

Technology
Industry Trends
Social Business
Platforms
Social business trends are transforming the way companies
are doing business
Technology
Consolidation
All/Only
Mobile
Cloud
Big Data
Gamification
Social Re-
engineering
Social
Networks
Service
Oriented-
Business
Model
• Personalization &
Customization
• Fermium & Multi-sided
markets
• Faster product lifecycle
• Faster Access to
information
• Increased Productivity
• Low boundaries
• Increased customer
engagements
• Viral & passive
marketing
• Outsourced S&HW
• Enhanced Security
• Collaborative
Offerings
• Software defined
networks
• Virtual infrastructure
• Flexible design
• $10 B Market 2012
• Predictive Modeling
• Data Analytics
• 62% of Fortune 100
have public app
• Easier to monetize
• Light infrastructure
requirements
• Customer Sentiment
• Influence product
selection
• Faster Feedback

Social business trends are transforming the way companies
are doing business (Continued)
SOCIAL BUSINESS TRENDS
• New ways to communicate in personal lives using social and collaborative
technologies
• Adaptation of workforce technologies to support increasing social interactions
• Social and collaborative technologies contribute to firms’ competitive
advantage
• 49% of enterprises planned to invest in Enterprise Social Business in 2012
(source: Forrester Research, Inc.; “Mapping the value of social business and
collaboration”)
• Telecommuting practice is getting more wide-spread

Social Business
SaaS has driven companies to embrace social business
platforms
* Source: Forrester Research, Inc.; “The Forrester Wave: Cloud Strategies of Online Collaboration Software Vendors”

* Source: Forrester Research, Inc.; “The Forrester Wave: Cloud Strategies of Online Collaboration Software Vendors”
IBM offerings are leading the social business sphere with
strong strategy and performance among competitors

IBM provides comprehensive social business offerings that
empower companies to better serve their customers
*Source: IBM Social Business offerings
Features
• IBM enterprise experience translates into
competitive online collaboration offerings
• Offering both on-premise collaboration
software and hosting services of
collaboration technologies
• Internal and external collaboration
• Cloud based
• Available via Android, iOS and BlackBerry
Offerings
• Social Networking Platform to engage
employees, partners, clients (IBM
Connections, IBM Connections Suite, IBM
Notes and Domino, IBM Sametime)
• Social Analytics Platform to analyze
information gathered through social media
(IBM Connections, SPSS Modeler, Cognos 10)
• Social Integration Platform to give users a
single point of access to the
applications, services, information and social
connections (WebSphere Portal family of
offerings)
• Social Content Platform to share ideas, locate
expertise, and access relevant knowledge via
professional social networks (Connections
Enterprise Content, Content Navigator)

Service thinking principles applied to Fluor
• Fluor attributes its industry leadership in the engineering and construction market to the innovation and
creativity of its employees who help to design, build and maintain many of the world's most challenging and
complex capital projects.
• Fluor Corporation is using IBM social software to empower its workforce to more effectively communicate,
collaborate and spur innovation across its construction sites and engineering offices.
Co-Creation
• Using IBM's industry leading enterprise social networking platform, employees across 60 global office
locations on six continents are now united, able to find colleagues with unique expertise to develop and
implement innovative solutions for project issues in diverse industries
• "A social intranet powered by IBM is transforming how we do business and creating a more connected
workforce across departments, geographies and the world."
Service Systems
• IBM today announced that Fluor Corporation, a global leader in engineering, construction and project
management, is using IBM social business technology to connect its global workforce, unifying its 43,000
employees around the world.
• The ability to share knowledge and expertise across the organization in real-time is crucial when decisions
need to be made at a moment’s notice on a job site.
Componentized
Business
Architecture
• In a matter of weeks, more than half of Fluor's global workforce joined the social networking
platform, uploading profile pictures, detailing expertise and making new connections.
• The intranet, powered by IBM Connections and IBM WebSphere Portal, contains more than 11 news and
information portals and more than 1,200 collaboration spaces with almost 2,000 active forum participants in
the Connections tool allowing the Fluor workforce to be more collaborative, responsive and innovative.
Glo-Mo-So
• By helping its engineers, professional staff and construction workers collaborate, Fluor is encouraging a
deeper level of innovation and knowledge among its workforce.
• They are unlocking new sources of value every day.
RTI
• The ability to share knowledge and expertise across the organization in real-time is crucial when decisions
need to be made at a moment’s notice on a job site.
• Today, organizations that are using social technology to engage and empower their employees are improving
productivity and unleashing innovation to gain competitive advantage. *…+ people-focused businesses
generated 26 percent more revenue per employee and had 40 percent lower turnover rates.
Multi-Sided
Metrics

Principle Questions Phrases from PR Impact: Revenue, Profit, Brand, etc.
1. Co-creation
How do we empower employees
to reach their highest potential in
a collaborative environment?
Fluor Corporation is using IBM social software to
empower its workforce to more effectively
communicate, collaborate and spur innovation across
its construction sites and engineering offices.
Improvement of efficiency due to
employees collaboration within the
company
2. Service System
How are there being developed
new interactions that involve
several stakeholders within the
system?
*…+ employees across 60 global office locations on six
continents are now united, able to find colleagues
with unique expertise to develop and implement
innovative solutions for project issues in diverse
industries
Share of expertise and know how will
improve company performance
3. Components
Which are the hot spots?
Is there a business component for
which external specialization is
required?
*…+ Fluor Corporation, a global leader in engineering,
construction and project management, [..]Fluor
using IBM social business technology to connect its
global workforce, unifying its 43,000 employees
around the world.
The outsource of the online platform
allows the company to focus in the
core of the engineering, construction
and project management business,
improving the brand and making
strong the core business
4. Platform Glo-Mo-So How fast can it grow?
In a matter of weeks, more than half of Fluor's global
workforce joined the social networking platform,
uploading profile pictures, detailing expertise and
making new connections.
Increase in revenue because it's
scalable for being a Glo-Mo-So
Platform
5. Run-Transform-Innovate
What is the continuous
improvement discipline?
By helping its engineers, professional staff and
construction workers collaborate, Fluor is
encouraging a deeper level of innovation and
knowledge among its workforce.
Empowering the employees to work in
innovation across boundaries
promotes an environment that
allocates resources in innovation
almost in parallel as to day to day
work
6. Multi-sided Metrics
What are the new KPI's
implemented in the organization?
Today, organizations that are using social technology
to engage and empower their employees are
improving productivity and unleashing innovation to
gain competitive advantage.
Employee-empower business is
expected to generate 26 percent
more revenue per employee and had
40 percent lower turnover rates.
Service thinking principles applied to Fluor (Summary)

Service thinking principles applied to Cúram
• Cúram Social Program Management is the leading solution for supporting the end-to-end social program
delivery process. By designing around the client, Cúram Social Program Management empowers organizations
to collaborate around client needs, making access to governmental services easier for the citizen and, more
importantly, more effective in achieving desired social goals.
Co-Creation
• The company (Cúram) expands IBM’s ability to help cities and governments serve citizens better by adopting
more intelligent and efficient ways to assess needs, execute social programs, and maximize program results.Service Systems
• Since 1999, IBM and Cúram have collaborated on federal, state, local, and provincial-level social program
solutions around the world. More than 90 percent of Cúram’s clients use IBM WebSphere middleware and
nearly 70 percent of its clients use IBM hardware. Cúram’s software is certified for use with the IBM
Government Industry Framework and has been part of IBM Global Business Services’ Integrated Case
Management solution since 2001.
Componentized
Business
Architecture
• Cúram Software is used in more than 80 government agency projects around the world to provide the most
appropriate social programs to citizens and their families in a timely manner, deliver services more effectively
and continuously monitor progress toward achieving people’s social and economic potential.
Glo-Mo-So
• Through its Smarter Cities initiative, IBM helps cities and governments serve citizens better by adopting more
intelligent and efficient ways to analyze data, anticipate problems and coordinate resources.RTI
• IDC Government Insights estimates the new Smarter Cities information technology opportunity at $34 billion
in 2011, increasing more than 18 percent per year to $57 billion by 2014.
Multi-Sided
Metrics

Service thinking principles applied to Curam (Summary)
Principle Questions Phrases from PR Impact: Revenue, Profit, Brand,
etc.
1. Co-Creation How do we leverage client
involvement in order to
better serve them and the
public?
Cúram Social Program Management is the leading solution
for supporting the end-to-end social program delivery
process. By designing around the client, Cúram Social
Program Management empowers organizations to
collaborate around client needs, making access to
governmental services easier for the citizen and, more
importantly, more effective in achieving desired social
goals.
Participation of both client and
citizen to expedite improvement
of IBM services.
2. Service System How can Cúram and IBM
work together systematically
to offer new and better
services?
The company (Cúram) expands IBM’s ability to help cities
and governments serve citizens better by adopting more
intelligent and efficient ways to assess needs, execute
social programs, and maximize program results.
Improves IBM’s offering by way of
a more comprehensive service.
Impacts competitive advantage.
3. Components At what point should IBM
absorb a partner’s services as
its own after outsourcing or
collaborating with them?
Since 1999, IBM and Cúram have collaborated on federal,
state, local, and provincial-level social program solutions
around the world. More than 90 percent of Cúram’s
clients use IBM WebSphere middleware and nearly 70
percent of its clients use IBM hardware.
Improved platform to serve its
clients through this acquisition.
4. Run-Transform-
Innovate
How can IBM continually
focus on the more innovative
aspects of its services?
Through its Smarter Cities initiative, IBM helps cities and
governments serve citizens better by adopting more
intelligent and efficient ways to analyze data, anticipate
problems and coordinate resources.
By acquiring Curam, IBM is now
better able to more efficiently and
intelligently analyze data.
5. Platform
Global/Mobile/Social
How scalable is this service? Cúram Software is used in more than 80 government
agency projects around the world to provide the most
appropriate social programs to citizens and their families in
a timely manner, deliver services more effectively and
continuously monitor progress*…+.
With the use of Curam, IBM is
better able to scale its Smarter
Cities offering through Curam’s
social platforms available globally
and easily.
6. Multi-sided
Metrics
What KPIs are impacted with
this acquisition?
IDC Government Insights estimates the new Smarter Cities
information technology opportunity at $34 billion in 2011,
increasing more than 18 percent per year to $57 billion by
2014.
Aside from impacting both IBM
and Curam, this integration
impacts overall city performance
and welfare of people.

• the opportunities and challenges that social media presents to product managers and learn how it is currently
being used and how it may shape or change the product management role in future.
• “Social media provides product managers with an opportunity to join online conversations. This can help in
understanding what customers like, what they don’t like, what they want and how they want it […+”
Co-Creation
• offers ‘on-tap’ product management services to businesses that need to launch or change products quickly in
a resource constrained environment. Their Product Management services and training courses help
businesses remain agile and dynamic in competitive markets.
• Brainmates experience extends to strategic and operational product involvement on numerous
telecommunication and new media products and services.
Service Systems
• Brainmates leads companies to define, develop and deploy customer-centric products and services. We offer
professional consulting services and training and have helped leading clients […] to enhance their products
and services.
• Brainmates facilitates innovation and the commercialization of ideas, while creating effective product
strategies that strengthen brands.
Componentized
Business
Architecture
• Boutique olive oil producer Moon over Martinborough first used social media as the building block to create
its entire business and is now driving global demand for their product.Glo-Mo-So
• teams to identify new markets for their products and to best solve customer problems with the resources
available to them. The result will deliver a combination of creative innovation tools to challenge existing ideas
and market expectations, along with best practice product management methods to turn the resulting
innovation ideas into commercial realities.
RTI
• Monitoring and listening: 67% keep track of trends amongst customers, competitors and community.
• Promoting and sharing: 66% provide relevant and useful information about their product.
• Gathering feedback: 29% use it for feedback, 60% intend to increase this in the next twelve months
• Collaborating: 65% - degrees to which buyers, users and other stakeholders are integrated into the entire
product management process, from ideation through to the creation of new products and services.
Multi-Sided
Metrics
Service thinking principles applied to Brainmates

Principle Questions Phrases from Website Impact: Revenue, Profit, Brand, etc.
1. Co-Creation How can engaged employees help
customers drive decisions in
product development within the
organization?
.“Social media provides product managers with an
opportunity to join online conversations. This can help
in understanding what customers like, what they don’t
like, what they want and how they want it. This insight
is useful in the design, development and deployment of
products.”
Companies will have improved brand image and product
performance perception due to a more efficient
integration in consumer's preferences.
Products will have increased profitability due to efficient
features that will target consumer specific needs.
2. Service System How is there a shift in work, skills,
information, risk, resource sharing
between provider, customer, and
other entities?
only Product Management agency in Australia that
offers ‘on-tap’ product management services to
businesses that need to launch or change products
quickly in a resource constrained environment.
Brainmates experience extends to strategic and
operational product involvement on numerous
telecommunication and new media products and
services.
Helps companies use resources such as social media to
enhance their services /products and as important
communitation channel with their customers. Being the
only agency to offer these services gives them an unique
value proposition to customers.
3. Components Which service component can
Brainmates sell to help other
companies focus on their core
activities?
professional consulting services and training *…+ to
enhance their products and services. Brainmates
facilitates innovation and the commercialization of
ideas, while creating effective product strategies that
strengthen brands.
Service that allows companies to outsource Project
Management activities. Being the specialized service
company they can offer higher productivity, higher
quality and also help the clients bring the cost down.
4. Run-Transform-
Innovate
What are market expectations
and best practices and how we can
challenge it?
[..] deliver a combination of creative innovation tools to
challenge existing ideas and market expectations.
By focusing on their core, they can identify new markets
and bring innovation to the market always challenging
themselves to overcome market expectations.
5. Platform
Global/Mobile/Social
What is our pace of change? *…+ social media as the building block to create its entire
business and is now driving global demand for their
product
Helps local companies leverage on social media to
become global.
6. Multi-sided Metrics Who are our stakeholders and
how can we make sure to put their
feed back into actions?
Degrees to which buyers, users and other stakeholders
are integrated into the entire product management
process
Monitoring and listening
Promoting and sharing
Gathering feedback
Knowing all the stakeholders involved and their
importance in order to put their voice into action and
improve products, business and strategy.
Service thinking principles applied to Brainmates (Summary)

Fluor Curam Software Brainmates
Fortune 500
North America, Latin America and Caribbean, Asia,
Middle East, Europe, Australia & NZ, Africa
Mainly Regional: Headquarters in Dublin, Ireland
Offices in Herndon, VA.; Toronto; Frankfurt,
Germany; Canberra, Australia and Bangalore, India
Startup:
Sydney, Australia
Revenue: $27,577m YE2012 About $79.8 m Rev/Yr Less $10m Rev/Yr
Press Release:
http://www-
03.ibm.com/press/us/en/pressrelease/40217.wss
Press Release:
http://www-
03.ibm.com/press/us/en/pressrelease/36373.wss
Company Information:
http://www.brainmates.com.au/
Service Thinking Phrases Service Thinking Phrases Service Thinking Phrases
Value Co-Creation: […] empower its workforce to
more effectively communicate, collaborate and spur
innovation across its construction sites and
engineering offices.
Value Co-Creation: *…+ Cúram Social Program
Management empowers organizations to
collaborate around client needs,*…+
Value Co-Creation: “Social media provides product
managers with an opportunity to join online
conversations. [...]"
Service System: *…+ employees across 60 global
office locations on six continents are now united
Service System: The company expands IBM’s ability
to help cities and governments serve citizens better
*…+
Service System: Brainmates experience extends to
strategic and operational product involvement on
numerous telecommunication and new media *…+
Components: *…+ Fluor using IBM social business
technology to connect its global workforce, unifying
its 43,000 employees around the world.
Components: Since 1999, IBM and Cúram have
collaborated on federal, state, local, and provincial-
level social program solutions around the world.
Components: Brainmates leads companies to
define, develop and deploy customer-centric
products and services.
Platform: In a matter of weeks, more than half of
Fluor's global workforce joined the social networking
platform *…+
Platform: Cúram Software is used in more than 80
government agency projects around the world *…+
Platform: We [Brainmates] collaborate with clients
in a diverse range of industries *…+
Run-Transform-Innovate: [With IBM’s new
platform] They are unlocking new sources of value
every day.
Run-Transform-Innovate: IBM helps cities and
governments serve citizens better by adopting more
intelligent and efficient ways to analyze data *…+
Run-Transform-Innovate: *Brainmates ‘s+ Product
Management services help businesses remain agile,
innovative and dynamic in competitive markets.
Multi-sided Metrics: *…+ people-focused businesses
generated 26 percent more revenue per employee
and had 40 percent lower turnover rates
Multi-sided Metrics: *…+ the new Smarter Cities
information technology opportunity at $34 billion in
2011, increasing more than 18 percent per year to
$57 billion by 2014.
Multi-sided Metrics: Monitoring and listening,
Promoting and sharing, Gathering feedback,
Collaborating
Impact: Employee-empowered business is expected
to generate 26 percent more revenue per employee
and had 40 percent lower turnover rates
Impact: With the use of Curam, IBM is better able to
scale its Smarter Cities offering through Curam’s
social platforms available globally and easily.
Impact: Brainmates will help companies manage
resources efficiently to grow business from local to
global in reduced time.
Service thinking principles are evident in IBM partnerships

References
• Brainmates (2013) http://www.brainmates.com.au/
• Fluor (2012) Fluor 2012 Annual Report http://www.fluor.com
• Forrester Research, Inc. The Forrester Wave: Cloud Strategies of Online Collaboration Software
Vendors
• IBM (2013) Social Business http://www.ibm.com/social-business/us/en/explore-
solutions.html#services
• IBM (2011) IBM Extends Smarter Cities Initiative through Acquisition of Cúram Software.
http://www-03.ibm.com/press/us/en/pressrelease/36134.wss
• IBM (2013) Fluor Connects its Global Workforce and Drives Innovation with IBM Social
Business Software http://www-03.ibm.com/press/us/en/pressrelease/40217.wss
• CNN Money, IBM Fortune 500 Ranking,
http://money.cnn.com/magazines/fortune/fortune500/2011/snapshots/225.html
• IBM Annual Report 2012.
http://www.ibm.com/annualreport/2012/bin/assets/2012_ibm_annual.pdf
• Mckinsey Insights & publications, how social technologies are extending the organization,
http://www.mckinsey.com/insights/high_tech_telecoms_internet/how_social_technologies_a
re_extending_the_organization
• Accenture, Technology Vision 2013,
http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Technology-Vision-
2013.pdf
• Deloitte, Tech Trends of 2013, Elements of Post Digital,
http://www.deloitte.com/assets/Dcom-
UnitedStates/Local%20Assets/Documents/Consulting/Technology/TechTrends13/us_cons_tec
htrends13.pdf

Social technology adoption rates
*source: Mckinsey insights & publications , How social technologies are extending organizations

Adoption of social technologies across industries

Social Technology Benefits

Service thinking cases consolidated v6 (1)

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