Ian McNairn – Program Director Web Innovation...Ian McNairn – Program Director Web Innovation...

© 2009 IBM Corporation

Mobile & Enterprise Social Networks: intersection of competitors or allies

Ian McNairn – Program Director Web Innovation4th November 2009


Mobile & Enterprise Social Networking – Competitors or Allies ?

Ian McNairn – Program Director Web Innovation – Office of the CIO, IBM

Agenda

What is so important about Social Networking?Why should Enterprises care?What does IBM do about Social Networking? Impact of Mobile on Social NetworkingUnderlying differences between mobile & enterprise Social

NetworkingConclusion


Mobile & Enterprise Social Networking – Competitors or Allies


But first a bit about IBM ….

and myself ….




What I say Other’s opinions

What I’m doing What I seek

What I am doing NOW

How I have ‘tagged’ myself

What others think I know about

How others have ‘tagged’ me

What interests me in other people

How I have ‘tagged’ other people

What I am researching NOW

What pages I have ‘bookmarked’

view of a view of a personperson

Tagging Tagging gives you agives you a



Ian McNairn – Program Director Web Innovation – Office of the CIO, IBMWordle is written by Jonathan Feinberg

My Bio in a Wordle tagcloud

http://www.wordle.net/




IBM has a workforce of over 500,000 of whom almost 50% are mobile

IBM Locations

Mobile Employees

•• 350K+ employees350K+ employees•• 200K+ contractors200K+ contractors•• 170 countries170 countries•• 2,000 locations2,000 locations•• 70+ acquisitions since 2002 70+ acquisitions since 2002 •• 50% < 5 years experience50% < 5 years experience




What does our working environment look like ?

• > 90 % Laptops

• 100 % Internet access from office

• 74 % company mobile phone

• > 40 % in share desk

• 73 % managers have “remote employees”

• > 50 % e-learning

• IBM Intranet : 1st information source for IBMers

• > 90 % e-recruiting


How important is Social Networking?




Automobile

Inte

rnet

The Pace of Technical Innovation is Accelerating

0 25 50 100 125 15075Years

0

50

100TelephoneElectricity

Radio

Television

VCR

PC

Cellular% P

enet

ratio

n

Adoption of new technologies are taking hold at double or triple previous rates




ODW Next

Self-deployment,Mobility, web 2.0% stickiness

Corporate CommunicationsCommon Function

PersonalizationParticipation

CONSUME CONTRIBUTE1996 1998 2000 2002 2004 2006 2008

Launch of w3.ibm.com

Corporate news and links17k page views/day

Version 2.0

Standard design and navigation38k page views/day

Versions 3 & 4

Bluepages, MyNews, Web tools, Info Central500k page views/day

Versions 5 & 6

Profile, Dynamic Content, Taxonomy, Integrated Search1m page views/day

ODW R1 &R2

Business Portals,Personalization2m page views/day

?

Evolution of w3.ibm.com




"I need someone to "I need someone to explain this to me" explain this to me"

"I need to find "I need to find information"information"

"We need a "We need a place to place to

collaborate"collaborate"

TacitTacit ContextContext ExplicitExplicit

People Places ThingsPeople Places Things

What is the underlying issue ?




People and Communities

are the key …




From Hierarchies

and Teams …

Reservoir Shapiro

Exploration & Production

Explorations Williams

Drilling Taylor

Production Stock

Senior Vice President

Jones

G & G Cohen

Petrophysical Cross

Production O’Brien

PaineSmith Andrews Moore

Hughes Miller

Ramirez

Bell

Cole

Hussain

Kelly

Sen

Paine

Smith

Moore

Hughes Miller

Ramirez Bell

Cole

Hussain

Kelly

Sen

Cohen Jones

Cross

Taylor

Williams

Shapiro

O’Brien

Stock

Andrews

Paine

Hughes Miller

Bell

Cole

Hussain

Cohen

Taylor

Williams

Shapiro

Andrews

Extended Community who leverage Cole’s knowledge to do

their jobs

Social Network Analysis

… to NetworkedCommunities



Ian McNairn – Program Director Web Innovation – Office of the CIO, IBM Photo credit: Ian McNairn Photo credit: Ian McNairn www.mcnairn.comwww.mcnairn.com

Social Software is everywhere




Social Networking usage by IBMers

Population percentage 2008

< 5 year tenure 20-30 Retirees10-20

45% 26% 12% 13% 4%

Per

cent

of g

roup

act

ivel

y us

ing

Soc

ial N

etw

orks

100

50

25

0

75

5 - 10 30+

26% of current IBM population

~ 60% of employees are actively using social networking – mostly outside IBM

Source: Dave Newbold, IBM DE

estimates for US based population

184,938




Why I use Social Software?

Photo credit: Ian McNairn Photo credit: Ian McNairn www.mcnairn.comwww.mcnairn.com

oFind experts

oConnect with co-workers

oRe-connect with people

Find information/answers

Consume expertise/knowledge of others

Stay informed

Share information

Socialize with my co-workers, peers & friends

Organize myself

Heath McCarthy, IBM Lotus Solutions Architect

oFind People

Find Information

Share

Socialize

Market myself




Rules & Guidelines

1. Introduce the purpose of social media

2. Be responsible for what you write

3. Be authentic

4. Consider your audience

5. Exercise good judgment

6. Understand the concept of community

7. Respect copyrights and fair use

8. Remember to protect confidential & proprietary info

9. Bring valuehttp://mashable.com/2009/06/02/social-media-policy-musts/




Outside the

Company




Why runIncrease innovationinnovation

Increase employee cohesivenessemployee cohesiveness

Increase workwork qualityquality

Increase knowledge sharingknowledge sharing

Reduce RiskRisk

Social Software internally?




Inside

Outside

The security case for Social Software inside the firewall

Intranet <----------------Application location-------------> Internet

Intr

anet

<---

------

Acc

ess

from

-----

----->

Inte

rnet

No No ControlControl

Full Full ControlControl

Can I trust Can I trust my staff not my staff not

to make to make mistakes?mistakes?

How much How much can I safely can I safely

share?share?




SocialBlue enterprise social networking site, self- branding, people discovery

Made available to IBMers in late Sept’07As of Jan 12, 2009 : 51,998+ joined 62,716 photos 18,902 hive5s 2,853 events

IBMers joining Beehive (total joined by week)

0

5,000

10,000

15,000

20,000

25,000

30,000

05/

27/2

007

06/

24/2

007

07/

22/2

007

08/

19/2

007

09/

16/2

007

10/

14/2

007

11/

11/2

007

12/

09/2

007

01/

06/2

008

02/

03/2

008

03/

02/2

008

03/

30/2

008

04/

27/2

008




Inside the

Organisation

© IBM 2009

Collaboration 2.0 available to 500K of us

• Homepage: total number of unique users 38,238• Profiles: 589,513 profiles; 1m searches per week in BluePages• Communities: 2,737 public & 1,635 private communities; 116,946 unique members• Blogs: 17,345 blogs. 153,788 entries with 76,199 users & 37,933 tags• Bookmarks: 834,595 bookmarks; 2,197,980 tags and 21,085 users• Activities: 85.780 unique activities; 889,723 unique entries; 126,933 users• Files: 28,363 number of users; 19,542 uploaded files; 38,951 number of shares• Wikis: 21,191 users; 2,339 wikis; 215,978 wiki views• Instant Messaging: 12m per day

Collaboration 2.0 available to 500K of us

• Homepage: total number of unique users 38,238• Profiles: 589,513 profiles; 1m searches per week in BluePages• Communities: 2,737 public & 1,635 private communities; 116,946 unique members• Blogs: 17,345 blogs. 153,788 entries with 76,199 users & 37,933 tags• Bookmarks: 834,595 bookmarks; 2,197,980 tags and 21,085 users• Activities: 85.780 unique activities; 889,723 unique entries; 126,933 users• Files: 28,363 number of users; 19,542 uploaded files; 38,951 number of shares• Wikis: 21,191 users; 2,339 wikis; 215,978 wiki views• Instant Messaging: 12m per day

• Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year

• $700K savings per month in reduced travel• Significant reduction in phonemail, email server costs

• Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year

• $700K savings per month in reduced travel• Significant reduction in phonemail, email server costs

Social Software usage in IBM

Return on InvestmentReturn on Investment

Source: Gina Poole, IBM SWG VP Social Computing


How we got to where we are now



IBM’s internal innovations

Communities

Blogs

Dogear

Activities

Profiles

1998 2003 2009

Persona Bluepages Connections Profiles

BlueGroups Community tools Community Map Connections Communities

BlogCentral Connections Blogs

Dogear Connections Dogear

Instant Collaboration UAM OpenActivities Connections

ActivitiesActivity Explorer

Cattail Files Connections Files

Beehive



Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster

Create wiki spaces for individuals, groups, and communities to coauthor pages. View changes across pages, ratings, and comments.

Communities

Create, find, join, and work with communities of people who share a common interest, responsibility, or area of expertise

Blogs

Use a weblog to present your idea and get feedback from others; learn from the expertise and experience of others who blog

Bookmarking

Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertise

Activities

Profiles

Quickly find the people you need by searching across your organization and connecting to others.

Microblogging

Manage your attention by viewing relevant social data aggregated across your subscriptions, notifications, and network of colleagues.

Wikis

Files

Upload and share any type of file with colleagues and communities. Store versions and view downloads, comments and ratings.

All your social software needs ready for business

Homepage

Microblog your status and collaborate from the homepage as well as the Notes and Sametime Clients

Lotus Connections http://www.ibm.com/software/lotus/products/connections/




Bookmarking – profiles – communities – blogs – wikis – files ….




Reputation and meta-data




Making the Connection1 step away from a referral

9 steps away – unworkable!


So what’s changed recently?




October 17, 2009

The microblogging effect




Facebook moved to incorporate microblogging into its style




Web based Social Networks are great but …






June 17, 2009, 8:00 amI.B.M. to Invest $100 Million in Mobile Communications ResearchBy Matt RichtelI.B.M., long synonymous with the personal computer, hopes to become equally influential in mobilecomputing.The company plans to announce Wednesday a $100 million investment pool to develop new services formobile phones. The company provided few specifics about its research goals but said it broadly hopes toimprove mobile payment methods, security, privacy and user interfaces and, chiefly, to enhance theability of corporations to use mobile devices to interact with customers and employees.In developing such a fund, IBM is tagging behind venture capitalists, mobile phone manufacturers andcarriers that have created big pools of research and investment money for the mobile space. The growthof more advanced phones that give consumers easier access to the Internet has spurred their interest, ashas corporations’ hopes of turning mobile gadgets into platforms for content delivery and commerce.In a press release, IBM picked up on the trend that the personal computer was no longer the center of theaction.“Mobile devices are gradually becoming ubiquitous and helping us transcend manyboundaries — geographical, economic, and social, among others,” says Dr. GuruduthBanavar, global leader of the mobile communications focus for I.B.M. Research anddirector of I.B.M. Research–IndiaI.B.M. said it hoped its research would serve “the millions of people who have bypassed using thepersonal computer as their primary method of accessing the Internet and instead use their mobile devicesfor managing large forces of enterprise field workers, conducting financial transactions, entertainment,

I.B.M. to Invest $100 Million in Cellphone Research - Bits Blog - NYTimes.com http://bits.blogs.nytimes.com/2009/06/17/ibm-to-invest-100-million-in-cell-phone-research/ 15/07/2009




Mobile Social Networking apps proliferate




Mobile access to your social network in action




© 2005-2007 IBM Corporation17

Part of my daily routine

NecessarySets me backSets me back Job changing

Unfathomable if not provided

Unable to work without it

UnsureUncomfortableTechnology use

On demandWeekly/DailyOnce per yearNo news is good news

Feedback

PartnerCoachGet out of the way

Command & control

Leadership styleTeam decidedTeam includedTeam informedSeeks approvalDecision-makingCollaborativeIndependentHorizontalHierarchicalProblem-solving

CollaborativeHub & SpokeGuardedTop downCommunications style

Collaborative & networked

IndependentFacilitatedClassroomLearning style

Continuous and expected

Required to keep me

Too much and I’ll leave

The hard wayTrainingGen YersGen XBoomerTraditionalist

Source: Lynne C. Lancaster and David Stillman. When Generations Collide:Who They Are. Why They Clash. How To Solve the Generational Puzzle at Work (HarperBusiness, 2002)

Each generation in the workplace comes with its own sets of experiences and expectations that can occasionally come in conflict with one another

Part of the success of mobile social networking is generational




Social Networks thrive on a few people generating content consumed by many

So, a social strategy must determine the most valuable

interaction points for each group of customers based on how they want

to interact




Cultural Issues abound - How people act in blogs for example

1%: ‘creators’– Create blog, Add content to a

community

9%: ‘critics & commentators’– Complete profile, Join a community– Add bookmarks, Comment on a blog

90%: ‘consumers & collectors’– Registration completion, Blogging

viewing

1%

9%

90%

Adapted from: ‘Participation Pyramid,’ Forrester Research, Jacob Nielson www.useit.com/alertbox/participation_inequality.html

AuthorsAuthors

ContributorsContributors

LurkersLurkers

Mobile access is turning ‘most’ users into ‘authors’ or ‘contributors’

http://www.useit.com/alertbox/participation_inequality.html




The impact of mobile access on social networks

it changes the–depth of visibility–frequency of reading–frequency of updating–nature of the input

• far more 140 character oriented• few productivity file attachments• increased “blobs” - photos and videos

it also shifts–the nature of searches–the use of GPS or cell location–leading to augmented reality

which leads us right back to enterprise social networking




The underlying difference between enterprise and public social networks

Conversation Action

public social network access - it’s all about conversation

enterprise social network usage - it’s action oriented




Is it fair to contrast ‘mobile’ with ‘enterprise’?

Web access Mobile access

Ent

erpr

ise

intra

net

Pub

lic in

trane

t




In conclusion ….

Enterprise or Public social network?–It depends on the reason for your participation

• Action vs Conversation• Presence vs Participation• Competition vs Control

Mobile access or not ?–Your customers, partners & stakeholders will make the decision for you–But the answer is probably BOTH simultaneously




[email protected]@uk.ibm.com

+44 7980 445749+44 7980 445749

Questions ?Questions ?




www.LotusLive.com




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