Smarter Collaborationto Build a Better Enterprise
Stuart J. McRae | Executive Collaboration [email protected]/smcraewww.linkedin.com/in/stuartmcrae www.facebook.com/sjmcraewww.smcrae.com
© 2010 IBM Corporation
2 Billionpeople will be on the web by 2011.*
mobile phone subscribers worldwide by the end of 2008.*
of computing capacity sites idle
85%
4 Billion
in productivity is lost because of unnecessary business process interruptions
$650 Billion
Our world is changing and the demand for progress is clear…... in response IBM is driving the agenda for a smarter planet
1 Trillion connected intelligent devices in the world
© 2010 IBM Corporation
Data exploding and in silosI need insight.
NEW INTELLIGENCE
Limited resourcesI need efficiency.
IBM is managing this innovative changethrough four interrelated smarter planet imperatives…
GREEN AND BEYOND
Costly and inflexible infrastructureI need to respond faster.
DYNAMICINFRASTRUCTURE
I need to work smart.
SMART WORK
New business and process demands
Instrumented ... Interconnected ... Intelligent
© 2010 IBM Corporation
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We can only succeed in creating a smarter planetthrough Collaboration
5.3hours wasted per employee per week due to inefficient processes
make decisions with the wrong input at least once a week
of organizations have a remote workforce
84%
42%
of people can’t find the help they know is out there
2/3
2 hours a day spent looking for the right information and expertise
Sources: “The New Voice of the CIO,” IBM 2009 Global CIO study; Siemens study; Accenture study; Gartner survey
87% of high growth company CIOs expect their organizations to be collaborative and seek active input from customers more often
© 2010 IBM Corporation
Who’s Who in the Zoo
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Knowledge Sharing Gap
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Organizational boundaries
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Maze to information
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Email Hoarding of Business Information
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Community and teams
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It’s not about changing technology, it's about changing people
© 2010 IBM Corporation
Smarter Ways to Collaborate
Web 2.0 provides a “Smarter” way to work
Competitive Differentiation compared to a Document (e-mail) centric model
Need Solutions to Manage Activities and tools forSocial Collaboration
Chris Rasmussen at US National Geospatial Intelligence Agency.
© 2010 IBM Corporation
The Evolution Of Collaboration
Document Centric
People Centric
Community Centric
S toreS toreandand
ForwardForward
RealRealTimeTime
S ocialS ocial
© 2010 IBM Corporation
14 IBM Confidential
Web 1.0vs.
Web 2.0
Passivevs.
Interactive
Solitaryvs.
Collaborative
http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html
Leverage theCollective Knowledgeof your Employees
© 2010 IBM Corporation
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The Long Tail of Knowledge ManagementSocial Media helps youCapture, Share, Discover & UseKnowledge you would otherwise lose
The Long Tail was first coined by Chris Anderson in an October 2004 Wired magazine article
TraditionalKnowledge
Managementworks well
Social Mediaworks well
Managed
Knowledge
© 2010 IBM Corporation
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Get your Scary (Social)Software Out of My WorkplaceGo Big Always blog http://gobigalways.com/get-your-scary-software-out-of-my-workplace/
From Godon Taylor on May 21st, 2008 at 8:38 am
Bah. Blogging? On the Internet? That’s a bunch of …. It will never take off. Now if you’ll excuse me, I have a very important long and boring business meeting to attend.
From Keith Brooks on May 21st, 2008 at 5:05 amPosted a similar line of thought on Ed Brill’s blog the other day … when discussing Naysayers about The Cloud:• Who would use a credit card? (circa 1960’s)• Who would pay for something over the phone? (circa
1960’s/1970’s)• Who would pay for something online? (Circa early
1980’s)• Who would put their private information like their
address and phone number for everyone to see? (circa 1990’s)
There are always going to be bleeding edge people, then leaders then followers then laggards.
From Gia Lyons on May 22nd, 2008 at 11:17 am
For a species who originally lived in packs and had to communicate well with one another to survive, we’ve come a long way, baby!Social software is the online version of living in packs. Stick that in your tar filter andsmoke it.
© 2010 IBM Corporation
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Social Collaboration is Driving Business Value to Deliver…
Enabling people to work smarter together
Unlocking innovation through broad participation
Fostering deep insightful relationships
New Business Models
Increased CustomerLoyalty
Growth withoutIncreased Costs
© 2010 IBM Corporation
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Discover Knowledge through People…
© 2010 IBM Corporation
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Leading to their Profile
Contact Information, Roles, Skills, Reporting line, etc.
Populated from multiple existing sources (meta-directory)
Tag yourself – and tag others -for expertise location
Feeds Business Cards wherever the name appears
Link to the information the user is sharing(blog, files, wikis, bookmarks, communities, etc.)
© 2010 IBM Corporation
Immediate Access to Presence, Mail, IM, Screen Sharing, Telephony, Video, ...TelepresenceTelepresence Room Video Room Video
Conferencing Conferencing systemssystems
H.323H.323
ISDNISDNPartner Partner delivered delivered
connectorsconnectors
© 2010 IBM Corporation
21 Financial Services Sector | Confidential
Leverage Experts’ Knowledge… … even when they are not available… without interrupting their work
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Which people have similar interests
Who works closelywith them?
… and discover who else could help Who do they Communicate with a lot? Who Blogs about the same sort of thing? Who Tags their Files with the same topics? Who is involved with the same Activities? Who Bookmarks the same sites?
© 2010 IBM Corporation
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Example: Social Bookmarks – Indexing the Enterprise
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Show related resultsConditionthe resultsreturned
with metadata from
tags,bookmarks,rating, etc.
Example: Enterprise Search
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Example: Bookmarking a Site – and more...
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Example: Blogs User blogs, Group blogs,
Team blogs, Corporate blogs Capture knowledge from
Subject Matter Experts Create a pool of intellectual
capital to search Replace Newsletters Replace Meeting Minutes Maintain a Team Diary Build a corporate memory
of why we did what we did
The Web is not Serial – it is Hyperlinked
Most Blogs are not “read” sequentially – but entries are found by searching
One person’s “Thought of the Day” is someone else’s “Knowledge On Demand”
© 2010 IBM Corporation
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Example: Wiki - Collaborative Creation of Trusted Knowledge
Collaborative Editing Rich navigation and tagging
making it easy to find information
Easy end-user editing with tables, images, attachments, tags and more
Stand-alone service or integrated with a community
Access Control for the whole wiki or individual pages
Notifications of new content, versions and pages
Version tracking
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Example: Capturing Transient KnowledgePersistent Chat
Rooms
SkillTapCaptured
Knowledge
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Example: Social File Sharing vs. Repositories Silos
Social Sharing & Discoveryfeatures are key...
Find content via people “Follow” subject matter experts Automatically inform users
who downloaded ofnew versions and comments
Support “share on”without involving original author
A “flat” Tag Space to enableeasy search across all users
Comments to help conversations Drag and Drop from Desktop (files, mail attachment, office suites)
© 2010 IBM Corporation
Team Enterprise
Sharing ProtectedCollaborativeStructuredAd-hoc Many authors Many readers
Formal
The Document Management Continuum
Content
WCMPortalPlaces
LibrariesBlogs Wikis
Forums PersonalFile Sharing ECM
One Author
Personal
WorkflowBookmarks
RecordsFluid
© 2010 IBM Corporation
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Example: Community Places
Address needs ofall Community types
Customised to theneeds of the community
Easy contribution ofcontent by experts
Easy conversationswith content users
Easily discoverableby users not awarecommunity exists
© 2010 IBM Corporation
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Updates, Recommendations, Notifications, Feeds, Conversations...
© 2010 IBM Corporation
Social AnalyticsSocial Network Analysis of all social collaboration at IBM for keyword “microfinance” (July 2008)
Social Network Analysis of all social collaboration at IBM for keyword
“microfinance” (January 2009)
© 2010 IBM Corporation
34 Financial Services Sector | Confidential
Integration of Social where the User is Working is Key to Adoption
Mobile Devices RIM BlackBerry Nokia Symbian Apple iPhone Google Android
Third Party integration: SuccessFactors Workforce Mgmt SocialText & Confluence Wikis iEnterprises CRM Google OneBox SAP and other HR Systems Autonomy (search)
Microsoft Integration: Microsoft Office Microsoft Outlook Windows Explorer SharePoint (MOSS & WSS) Active Directory
IBM integration: Lotus Notes Lotus Sametime Lotus Quickr Lotus Domino WebSphere Portal Tivoli Identity Mgmt
Web Browser Integration Business Card Bookmark This REST Services (for AJAX) Leading Browser Platforms
© 2010 IBM Corporation
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Reach Beyond the Firewall: Social Media
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Business Adoption: Vitamins or Aspirins?
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(1) Get started Don’t get stuck inanalysis mode
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(2) Identify the “socially active” Who has already adopted these tools?
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(3) Find the contributors Your high value experts
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(4) Identify an executive sponsor This is not a technology issueIt’s a social issue
Find someone who has (or can catch) the vision
© 2010 IBM Corporation
Major contributors account for about15-20% of the total workforce*
To be considered a
Success, you just need to get these people to be more
productive* On average…your company may vary
What makes “Social Software” a success? It’s not measured in 100% involvement
© 2010 IBM Corporation
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What Next? Dealing with Information Overload
Too muche-mail
Too many separate
interactions
Interruptions
Multitasking
© 2010 IBM Corporation
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IBM Project Vulcan
Collaboration Across Services & Client Interfaces
Information on new products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information on the new product is for informational purposes only and may not be incorporated into any contract. The information on the new product is not a commitment, promise, or legal obligation to deliver any material, code or functionality. The development, release, and
timing of any features or functionality described for our products remains at our sole discretion.
© 2010 IBM Corporation
Introducing IBM Project Vulcan
© 2010 IBM Corporation
45The information on the new product is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information on the new product is for informational purposes only and may not be incorporated into any contract. The information on the new product is not a commitment, promise, or legal obligation to deliver any material, code or functionality. The development, release, and timing of any features or functionality described for our products remains at our sole discretion
Introducing IBM Project Vulcan
© 2010 IBM Corporation
46
Introducing IBM Project Vulcan
© 2010 IBM Corporation
Introducing IBM Project Vulcan
© 2010 IBM Corporation
IBM Project Vulcan
Continuity Convergence Innovation Opportunity
● Roadmap starts today with current Lotus products
● Apps run unmodified
● Hybrid deployments● Consistent system,
loosely coupled● Mobile, browser and
Notes experiences
● Enhanced collaboration tools
● New productivity based on analytics, co-editing, etc.
● New applications integrating collaboration and processes
● Open programming model
A blueprint for the future of collaboration and productivity
© 2010 IBM Corporation
Stuart J. McRae | Executive Collaboration Evangelist
[email protected]/smcraewww.linkedin.com/in/stuartmcrae www.facebook.com/sjmcraewww.smcrae.com
© 2010 IBM Corporation
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Legal Disclaimer© IBM Corporation 2010. 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.
All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.
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.
Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.
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