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Business Value From Soa And Web2.0 Jeanne Murray
This document discusses the adoption of Web 2.0 technologies in business to drive innovation, improve relationships, and enhance results. It highlights the importance of social software in enabling collaboration, knowledge sharing, and improving overall work efficiency. Additionally, it provides insights on successful implementation strategies, including leveraging social networks, fostering a culture of participation, and offering support through training and community-driven approaches.
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Business Value From Soa And Web2.0 Jeanne Murray
- 1. Session 2068 Business Value from SOA and Web 2.0: Innovation, Relationships and Results Jeanne Murray Program Manager, Social Software and Enablement IBM Software Group
- 2. Adopting Web 2.0for business value Understanding the business imperatives Changing the way we work Driving business value: innovation, relationships, results
- 3. Why use Social Software in your business? Empower people to share their knowledge and expertise Enable people to discover information quickly and easily Find and connect with the right experts fast Work together virtually without flying in for face to face meetings Connect everyone to your customers and partners Innovate your products and services, entering new markets and gaining new potential customers Anticipate change faster than your competition Be Change-Ready Integrate Globally Lead in Innovation
- 4. CEOs: The enterpriseof the future 2008 IBM Global CEO Study The Enterprise of the Future www.ibm.com/enterpriseofthefuture Globally integrated 3 Hungry for change 1 Disruptive by nature 4 Genuine, not just generous 5 Innovative beyond customer imagination 2
- 5. Business needs drivingchange Data is exploding and is in silos New business & process demands Our resources are limited My infrastructure is inflexible and costly Smart Work Green & Beyond New Intelligence Dynamic Infrastructure
- 6. A “new worldof work” IBM is in 170 countries, with 350K+ employees worldwide More than 40% regularly work away from traditional IBM offices 73% of managers have remote employees 24 x 7 x 365 - t ransforming “Work/Life Balance” to “Work/Life Integration”
- 7. Multigenerational workforce challengedby communication Source: “The Multi-Generational Workforce Challenge (2008)”
- 8. Participation influencing businessprocess Intranet Public spaces Firewall Clients Partners Employees Find, discover Know, contribute Develop trust, credibility Social search Clients and Partners Find, discover Know, contribute Develop trust, credibility Profiles Public Conversations Communities and Teams Meetings Business Processes Experts Experts
- 9. Adopting Web 2.0for business value Understanding the business imperatives Changing the way we work Driving business value: innovation, relationships, results
- 10. Collaboration driving businessvalue Enabling people to work smarter together Unlocking innovation through broad participation Fostering deep insightful relationships
- 11. Collaborative development &delivery Global iterative software development Code, designs, ideas shared across development locations Getting it right the first time vs getting it better over time Value with speed of execution Better insight into what customers need More successful deployments through ww labs “ The virtual genius” – the cumulative knowledge of many Collaboration across the industry Open standards, open source, community involvement Market input to technologies in development Collaboration with customers and partners
- 12. 24x7 global projectexecution Real-time communication Instant messaging Internal “Twitter” Web conferencing Virtual worlds Information repositories Document creation and delivery Meeting scheduling and management Code development and delivery Knowledge indexing Tagging Social bookmarking Search Employee profiles Contact info, org charts Project experience, skills Networks and interests
- 13. Collaboration 2.0 available Profile : 515k profiles on bluepages; 6.4M+ searches per week Communities : 1,800+ online communities w/147k members and 1M+ messages WikiCentral : 25K+ wikis with 320K+ unique readers BlogCentral : 62k users; 260k entries; 30k tags Dogear : 580k bookmarks; 1.4M tags; 20k users Activities : 50k activities, 425k entries; 80K users Instant Messaging : 4M+ per day Usage 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 in action at IBM Return on Investment
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- 16. Adopting Web 2.0for business value Understanding the business imperatives Changing the way we work Driving business value: innovation, relationships, results
- 17. Gaining value fromthe social network A social network is a network of people But it is not about the people themselves … value is in the relationship – and the reciprocal activity of giving and receiving The value is in the weak ties “ enterprises are looking at how they can harness the hierarchy-flattening, information-sharing, teambuilding power of social networks ” (Deloitte)
- 18. Finding expertise inthe network
- 19. Social paths helpbroaden reach
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- 21. Example: Value tosellers Find Expertise Develop Relationships Discover Existing Knowledge Share Information Value to Seller Business Impact High-Performing Team Attributes Seller Activities Team members seek ideas/expertise from people external to the team Diverse perspectives valued Denser social networks Team members work together to ensure the client is successful Team communicates well on client activities/issues and how to respond Know where to look for expertise and aid Establish long term networks of expertise Discover and reuse existing knowledge, or expertise Become a network resource; collaborate on more deals Improve productivity; focus on client success Build relationships to experts and resources Increase efficiency through knowledge reuse Reinforce value of Team IBM
- 22. Study finding: Membersof high performing teams use social software more than low performing Sales Performance database Low- Performing High- Performing Social SW Users Non Users $ $ Social SW Users Non Users Low-perfoming SW sales teams High-perfoming SW sales teams $
- 23. Summary: Value tothe business Business opportunity Value from openness and transparency Surfacing skills and knowledge Global execution Organizational effectiveness The best skills on the job Process revealed Productivity and performance Employee flexibility Location Growth opportunities
- 24. Fostering collaboration inIBM Identify use cases, best practices and tools – by role, by task Make it easy to get started Share tools, enablement materials, best practices Generate “buzz” Share the vision Communicate success stories Tap key influencers as early adopters Grassroots evangelism
- 25. Driving adoption ofsocial software “ Volunteer Army” of Social Software Ambassadors IBMers helping other IBMers Clinics – help individuals get started 1:1 “ Lunch & Learn” sessions “ Jumpstart” consulting Drive change tops down, bottoms up, sideways… encourage experimentation ...in 45 Countries 600+ Ambassadors...
- 26. Enablement approach Createand implement training programs as well as ad-hoc support Recruit and Enable BlueIQ Ambassadors (600+ worldwide) Reverse mentoring of senior leaders Share metrics and Success Stories Reward contributions Live Sessions On-Demand Self-paced Community Driven Integrated with Existing Tools
- 27. Lessons learned inenterprise social software adoption What Works: Lead with use cases and success stories – by role, by task Modular enablement – mix and match – lightweight and in multiple formats Volunteer ambassadors who are motivated by passion & validation Reward systems – formal, informal, fun Multiple approaches to experiencing social software Injecting social software into existing tooling as well as using new Emphasizing all levels of participation What Does Not Work: Leading with tools discussion – instead relate to user tasks Evangelizing without context – instead use use cases and success stories by role Living in the echo chamber – recognize what's not “obvious” knowledge to the audience Forgetting there's no clean slate – approach must accommodate multiplicity
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- 29. We love yourFeedback! Don’t forget to submit your Impact session and speaker feedback! Your feedback is very important to us, we use it to improve our conference for you next year. Go to www.impact09guide.com on a smartphone device or a loaner device From the Impact 2009 Online Conference Guide; Select Agenda Navigate to the session you want to give feedback on Select the session or speaker feedback links Submit your feedback
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Editor's Notes
- #2 Abstract: Web 2.0 has had its impact on business, our products, our services, and most importantly, our people. More participative, transparent behaviors and processes have enabled change in how we communicate with each other about our business. Employees and clients alike see business value in enterprise social software adoption. It can help inspire innovation, build relationships and accelerate business results across the globe. Find out from two organizations how Web 2.0 is transforming their business. IBM discusses how it is transforming its own business beyond “early adopter” communities, across roles and locations, and inside and outside the firewall. Teach For America now engages its wide network of teaching corps members and alumni, staff, donors, and employer and graduate school partners to expand educational opportunities for all children.