IBM Social Software in IBM A collaborative journey. Jon Machtynger IBM Software Group

Transcription

1 IBM Social Software in IBM A collaborative journey Jon Machtynger IBM Software Group

2 Agenda Why and how we use Social Software in IBM Business and Cultural need Types of technologies Adoption approaches Collaboration everywhere Lessons learned

3 Jon Machtynger IBM Collaboration Solutions CTO UK & Ireland IBM Software Group Lotus IBM United Kingdom Limited, 2 New Square Bedfont Lakes Middlesex, TW14 8HB Tel: +44 (0) Mobile: +44 (0) jonm@uk.ibm.com

4 My IBM Blog in a Wordle tagcloud

5 My CV in a Wordle tagcloud

6 IBM has a workforce of over 500,000 of whom almost 50% are mobile 350K+ employees 200K+ contractors 170 countries 2,000 locations 70+ acquisitions since % < 5 years experience IBM Locations Mobile Employees

7 IBM s transformation required simplified infrastructure and governance CIOs Host Data Centers Web Hosting Centers Network Applications , ,190 IT Enabled Business Transformation:

8 Evolution of w3.ibm.com? Launch of w3.ibm.com Version 2.0 Versions 3 & 4 Versions 5 & 6 ODW R1 &R2 ODW Next Corporate news and links 17k page views/day Standard design and navigation 38k page views/day Bluepages, MyNews, Web tools, Info Central 500k page views/day Profile, Dynamic Content, Business Portals, Taxonomy, Integrated Search Personalization 1m page views/day 2m page views/day Self-deployment, Mobility, web 2.0 % stickiness Corporate Communications Common Function Personalization Participation CONSUME CONTRIBUTE

9 A complete collaboration strategy integrates multiple approaches Messaging and communications Purpose Communications and meetings Team collaboration Projects and team operations Portals Information and app. delivery Social networking Expertise discovery Scope Individual Contacts Team Roles Entire network Process owner Individual user Project manager Director Community Business metric Responsiveness Team efficiency Controlled access Participation and leverage User metric Convenience, speed Awareness, quality Right info and tools Reputation, relationships Document People Community

10 A Social Business embraces networks of people to create business value 2011 IBM Corporation 10

11 is a barrier to effective collaboration Adapted from a illustration by Chris Rasmussen, US National Geospatial Intelligence Agency

12 Social Networks: Beyond the Org Chart An organisation chart is only one indicator of how work gets done Senior people are not always central; peripheral people can represent untapped knowledge Making the network visible makes it actionable and becomes the basis for a collaboration action plan Source: Cross, R., Parker, A., Prusak, L. & Borgatti, S.P Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks. OrganizatiSNAl Dynamics 30(2): [pdf] 11/25/2008

13 Identify the roles individuals play in information flow Understand the effectiveness of your network Central people: Sam Hold the network together But they can become bottlenecks Carl Andy Frank Indojit Knowledge Brokers: Earl Karen Critical connection to external knowledge Bob Darren Sam Ming Need to be connected internally to be effective Peripheral people: Carl Out of the loop. At risk for leaving the company. Earl Neo Gerry Harry Jeff Leo Sub-groups Group split by function. Very little information shared across groups Marketing Finance Manufacturing 11/25/2008

14 Organisation at risk: What happens if Sam leaves Carl Andy Frank Indojit Marketing, finance and manufacturing are isolated from each other Bob Darren Ming Karen Neo Leo Earl Gerry Harry Jeff Marketing Finance Manufacturing 11/25/2008

15 Flatten your Organisation in ways that help

16 The Knowledge Sharing gap

17 What is a Friend worth? IBM/MIT Research study IBM Global Business Services consultants over 2 years 10K+ consulting projects Among the findings Network size is positively correlated with performance Each person in your address book at work is associated with $948 dollars in annual revenue Structurally diverse networks with many holes are associated with higher performance Make sure your friends do not all belong to the same social groups

18 Intranet < Access from > Internet The security case for Social Software inside the firewall Outside Inside Intranet < Application location > Internet

19 Intranet < Access from > Internet The security case for Social Software inside the firewall Outside Inside Intranet < Application location > Internet

20 Intranet < Access from > Internet The security case for Social Software inside the firewall Outside No Control Inside Intranet < Application location > Internet

21 Intranet < Access from > Internet The security case for Social Software inside the firewall Outside No Control Full Control Inside Intranet < Application location > Internet

22 Intranet < Access from > Internet The security case for Social Software inside the firewall Outside No Control Full Control Can I trust my staff not to make mistakes? Inside Intranet < Application location > Internet

23 Intranet < Access from > Internet The security case for Social Software inside the firewall Outside How much can I safely share? No Control Full Control Can I trust my staff not to make mistakes? Inside Intranet < Application location > Internet

24 Advocate Conduct at IBM: Built on Employee Trust - IBM supports open dialogue and the exchange of ideas - Responsible engagement in innovation and dialogue - To learn, to contribute (source: Adam Christensen) - Social Computing guidelines: Be who you are Speak in the first person Use a disclaimer Respect your audience Add value Don't pick fights Be the first to respond to your own mistakes. Use your best judgment. Don't forget your day job Consider appropriateness of travel plans. In the social media, the IBM employee is the brand

25 Signing up to be a recognised expert

26 Social computing enablement (with support)

27 Technology Adoption Program test early, succeed or fail fast

28 Productive use results in commercial deliverables

29 The Web 2.0 Transformation IBM s experience Status June 2011 Profiles IBM s internal Profiles hold over 635,000 profiles & serves over 4 million searches per month. It s the hub of user requests & all applications authentication for IBM. Blogs IBM s Blog service supports 89k users per month with 39k Weblogs services. 12,700 users are considered active bloggers Files The Personal Files Sharing service holds more than 338,000 files and was accessed last month by 85k users. In total 6.6M files have been downloaded Communities The IBM Communities service hosts more than 33,600 online Communities with 365k members. In IBM Forums there are more than 433,000 Threads with over 2 million entries. Wikis The Wiki services hosts more than 39,000 wikis with 375,000 pages and was used by 86k users last month. Bookmark Sharing IBM s internal Bookmark Sharing system holds 1,120,000 bookmarks with 3.3M tags, and had an active user population of 34,500 users Activities IBM s internal Activities service has seen all content and usage statistics grow with 97,000 activities; 2.8 M entries and 406,000 registered users. Search satisfaction increased by 50% with a productivity driven savings of $4.5M per year Reductions in phone, mail, server costs Online meetings Estimated savings of US $16.5m/yr in reduced phone costs Estimated savings of US $97m / yr in reduced travel

30 Web 2.0 Best Practices regularly updated

31

32 Depth of insight

33 Depth of insight Depth of insight Content

34 Depth of insight Content Status

35 Depth of insight Content Status Contact

36 Depth of insight Content Status Contact Other (similar) people

37

38 How often do you need a specific file?

39 Social is intrinsic to our integrated experience

40 Search, but more like you d expect it to be Pages tagged by IBMers Relevant Knowledge assets Relevant News items Collaboration Spaces Potentially relevant people

41 Sharing scripted best practice within IBM

42 Lessons Learned by IBM Promote a culture of sharing with diverse groups Capitalise on the differences in your organisation Weak Ties deliver much more value There is no field of dreams Adoption is crucial Appeal to a broad spectrum of communication types Executives must participate and drive activity Profiles provide most significant initial value Integrate with the enterprise Collaboration intrinsic to operational behaviour A balance of control and flexibility promotes innovation

43 Questions?