Enterprise 2.0 Social Networking In Ibm 20091026 Final

Editor's Notes

• #8: The emergence of the globally integrated enterprise has created a new workforce dynamic:  the virtual workplace. As people become less and less likely to work at a single place and time, physical proximity is no longer the dominant organizational metaphor. The paradox is that, even as people become physically separated, the need for collaboration continues to grow -- to increase responsiveness, productivity, and innovation. The number of virtual workers has increased by 800% over the past five years. 1 Between 60% and 70% of employees work in different locations from their bosses. 1 The new generation or employees entering the workforce are familiar with different tools and processes. Knowledge workers can now assemble their own individualized applications. 90% of employees work in locations other than headquarters Pace of innovation has accelerated: Barriers of geography and access have come down Shorter cycle time from invention to market saturation
• #10: KEY MESSAGE: INNOVATION IS OCCURING AT AN UNPRECEDENTED PACE IN TODAY’S GLOBAL ECONOMY. ONE OF THE REASONS SO MUCH ATTENTION IS BEING PAID TO INNOVATION THESE DAYS IS THAT IT IS OCCURING AT AN INCREASINGLY RAPID PACE. AND, AS THIS CHART ILLUSTRATES, THE FRUITS OF INNOVATION ARE BEING ADOPTED AT AN UNPRECEDENTED PACE AS WELL. WORLD-CHANGING TECHNOLOGIES SUCH AS THE AUTOMOBILE AND THE TELEPHONE TOOK CLOSE TO A CENTURY TO REACH 50 PERCENT MARKET PENETRATION. BUT LOOK AT THE ADOPTION CURVES FOR CELL PHONES, PCS, THE INTERNET – THEY ARE BEING ADOPTED AT THREE, FOUR EVEN FIVE TIMES THAT PACE. AND THEIR QUICK ADOPTION ENABLES OTHER TYPES OF INNOVATION TO OCCUR MORE RAPIDLY, JUST AS THE WIDESPREAD ADOPTION OF EARLIER TECHNOLOGIES SUCH AS THE AUTOMOBILE LED TO THE CREATION OF ENTIRELY NEW INDUSTRIES AND WAYS OF LIVING.
• #11: we are transforming from a traditional intranet – which is focused primarily on information dissemination to an intranet that becomes an employee’s personal workplace – where they go to perform work and receive content, information and application tailored to their needs.
• #18: This slide reminds us that social networking is widely used by younger employees, with a significant usage drop off with employees in their early 40s. This is the paradox faced by all enterprises – how to network the loyal, very high value experienced employees who are starting to retire. Sources: IBM population segmentation - Flor Estevez, Corporate Communications (March 2008) Social Network adoption estimate was calculated by projecting Pew Internet & American Life Project survey data (2006, 2007 and 2008) against IBM segment mix (using assumed age estimates). Relative participation was verified against other usage surveys of IT professionals. Social network activity includes sites ranging from Facebook, YouTube, LinkedIn, Orkut, Flickr, Xing, Ning and MySpace.
• #19: … are significant to the Individual as well as the Organization
• #21: Enable Innovation Allow users with a common interest to find each other Help users with a common need to share knowledge Enable users with a common goal to work together Speed discovery Surface ideas and opportunities Locate experts and business partners Ease the search for information that users value Execute more effectively Enable effective, goal-oriented virtual teaming Connect related efforts in large organisations Understand the social networks behind the business Connect better with valued communities Grass-roots marketing (get your messages out to your employees) Increase loyalty through online communities (and so retain staff) Generate feedback (and discover what people are really thinking) We also saw a lot of ways that social software can add value to business situations. Clearly, social software can help speed discovery, whether it’s surfacing ideas and opportunities, locating experts, or optimising search to emphasise the information that users value. It can also help people execute more efficiently by enabling teaming across boundaries, by making related efforts visible so they can be connected, and also by making accessible the social networks that really drive the business. Finally, social software is a great technology for connecting people with communities that they value, so that they can promote ideas or products to them, build loyalty through vibrant community experiences, and also get feedback that increases learning.
• #26: Although Connections shipped in 2007, there has been a long road within IBM towards the development of the various Connections services. Because this talk is about the future and not the past, I’m going to cover this quickly and selectively – I’ll focus on the evolution of Profiles and Activities . Profiles’ history actually goes back much farther than this chart, with our internal directory tool, BluePages having been initially launched in 1998 as IBM’s tool for searching for people, contact information and reporting structure. It has evolved over time to include a great deal of additional information, the most useful and generally applicable of which is seen in Connections. Even today, further research and internal development proceeds with the development of “Fringe,” the next version of BluePages. The Connections team works closely with the CIO team responsible for BluePages and the Research teams responsible for Fringe and other related projects such as Beehive and Sonar towards unifying these capabilities. Within IBM, the BluePages application has about 475,000 records and handles millions of requests daily from both people and applications . Activities’ history is not quite as long, but has evolved through a series of Research projects. The most relevant of these are Activity Explorer and Unified Activity Management. The Development organization, already working on Activity-Centric Computing began on current the codebase within Connections in 2005 , feeding extensively from the learning, the code and the people from these research projects, and the Activities team is still deeply involved with the relevant researchers. A key change took place in 2006 when we went from feeding out from Research to rebasing all Activities-centric projects on the Research team onto the Connections Activities service (which was not yet called Connections). The internal Activities deployment has nearly 35,000 Activities with over a quarter of a million of entries and over 60,000 members . Beyond these, the other services are also extensively used in IBM, with about 900 communities and thousands of groups , over 11,000 blogs and 400,000 social bookmarks with over 1,000,000 tags . Left out: Bluegroups: Group management technology; integrated with email/communities; people versus admins able to manage ACLs Community tools: ST Advanced Community map: Self service model
• #28: Lets do a quick overview of the existing capabilities in Lotus Connections - Profiles takes a simple and flexibly white pages model and adds collaborative and social capability to find experts, track friends and colleagues and link together the rest of Connections - Communities support grassroots creation of interest groups or other teams and sharing of information among those groups - Blogs allow individuals or groups to share and comment on ideas and expertise - Dogear is a social bookmarking service which makes it easy to find pre-vetted information, browse tags and users and even capture an early view of developing trends - Activities provides lightweight management of collaborative work, allowing you to focus on goals instead of tools - The Homepage, introduced in Connections 2.0, brings together the recent Connections and other content relevant to you in a single, extensible interface. In addition, there are a set of common capabilities across Connections, such as tagging, search, customization, feeds and so on. Connections is also accessible from other products such as Notes, Portal, Quickr and Office. We're going to talk about and show you the new services in Connections as well as the major enhancements we're working on.