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Slide 1: The Social Organization The Business Value of Social Software Bilal Jaffery, Worldwide Social Media & Competitive Marketing Leader, IBM blog: www.Bilal.ca twitter: @BilalJaffery © 2009 IBM Corporation
Slide 2: By 2014, Social networking services will replace email as the primary vehicle for interpersonal communications for 20% of the business users. - Gartner © 2010 IBM Corporation
Slide 3: IBM Presentation Template Full Version Business Imperatives for Smart Work Every week, 42% of people use the wrong information to make decisions Employees spend 25% of their time just looking for information 91% of CEOs say they need to restructure the way their organizations work Every week businesses waste 5.3 hours due to inefficient processes 3 © 2010 IBM Corporation
Slide 4: 2009 IBM Study: Global CIOs understand the need for innovation ■ CIOs spend 55% of their time on activities that spur innovation and help the business – Generating buy-in for innovative plans – Implementing new technologies – Managing non-technological issues ■ Successful CIOs are much more actively engaged in – Setting strategy – Enabling flexibility and change – Solving business problems ■ CIOs are increasingly recognized as full-fledged members of the senior executive team 2,500 CIOs from 78 countries and 19 industries www.ibm.com/cio ■ Our analysis provides insights into how CIOs can make the biggest impact on behalf of the entire organization © 2010 IBM Corporation 4
Slide 5: CIOs blend three pairs of roles to deliver impact across the business Insightful Visionary Savvy Value Creator Collaborative Business Leader Making Innovation real Raising the ROI of IT Expanding business impact Able Pragmatist Relentless Cost Cutter Inspiring IT Manager 5 © 2010 IBM Corporation
Slide 6: CIOs drive innovation to help build a smarter enterprise Making innovation real: Insightful Visionary and Able Pragmatist Raising the ROI of IT: Savvy Value Creator Expanding business impact: and Relentless Cost Cutter Collaborative Business Leader and Inspiring IT Manager www.ibm.com/cio 6 © 2010 IBM Corporation
Slide 7: Collaboration drives business value Enabling people to work smarter together Unlocking innovation through broad participation Fostering deep insightful relationships 7 © 2010 IBM Corporation
Slide 8: The Impact of Social Collaboration IBM social software benefits acknowledged by % of survey respondents Improved customer satisfaction Increased sales Increased sense of belonging Improved personal reputation Increased productivity Reused assets Shared know ledge w ith others Accessed experts quicker Increased skills 0% 20% 40% 42% 60% 65% 65% 74% 77% 84% 84% 87% 60% 80% 100% Word of Mouth, #1 Influencer in Business Purchasing Behavior *Source: IBM Community of Practice Business Impact Survey completed by approximately 2,300 respondents. 8 © 2010 IBM Corporation
Slide 9: Online meetings to reduce travel and improve productivity 9 © 2010 IBM Corporation
Slide 10: Social bookmarking/tagging saves time, improve productivity Cost items ■ Development and integration of Connections Social Bookmarking and Enterprise Tagging with Enterprise Search cost IBM US $700K Benefits  Time savings: • Reduced each w3 search by 12 seconds, on average • IBM's enterprise search receives on average of 286,568 search visits per week, yielding a total of 955 hours per week in time reduction  Cost savings: • Saves IBM US $95,528 each week • Saves IBM US $4.6 million annually in potential productivity gain  Additional cost savings: • US $500,000 per year for the dollar value of the information found • US $2.4 million in cost avoidance, thanks to reusability $7.5M annual savings 10 As published in CIO Magazine © 2010 IBM Corporation
Slide 11: Social Collaboration helps people work smarter Example: IBM Lotus Connections to find people and information Create, find, join, and work with communities of people who share a common interest, responsibility, or area of expertise Quickly find the people you need by searching across your organization using keywords that help identify expertise, current projects and responsibilities Home Profiles Activities Communities Use a weblog to present your idea and get feedback from others; learn from the expertise and experience of others who blog Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster Blogs Wikis Files Share your files with your colleagues. Everyone can store, share, and collaborate on files. Bookmarks Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertise 11 Provide a place for groups of people to jointly create and maintain content through contribution and collaboration. © 2010 IBM Corporation
Slide 12: Social software adoption in IBM ■ Profiles: 614k profiles; 1m+ searches per week Communities: 4,200 public, 7,410 private online communities with 222k members ■ ■ Wikis: 34k wikis with 471k unique readers Blogs: 80k users; 162k entries Bookmarks: 924k bookmarks; 2.4m tags; 24k users Activities: 105k activities, 1.2m entries; 169k users Instant Messaging: 12m per day © 2010 IBM Corporation ■ ■ ■ ■ 12
Slide 13: Employee profiles show relationships, network activity, status 13 © 2010 IBM Corporation
Slide 14: Building networks of contacts is easy with a few clicks 14 © 2010 IBM Corporation
Slide 15: Social analysis can identify experts in the network for you SmallBlue Ego SmallBlue Find SmallBlue Reach Is this the ‘best’ person to approach and how? personal social network management find expertise in your extended network SmallBlue Net SmallBlue automates expertise mining and social network analysis to identify experts and the shortest paths to reach them organizational social network analysis tool http://smallblue.research.ibm.com/ 15 © 2010 IBM Corporation
Slide 16: The IDEAL Statement: The Social Organization The whole organization is involved in social collaboration – internally and externally. Graphic: Intersection Consulting on Flickr 16 © 2010 IBM Corporation
Slide 17: “Informal conversation is probably the oldest mechanism by which opinions on products and brands are developed, expressed, and spread.” – John Arndt 17 October 17, 2010 IBM Confidential © 2010 IBM Corporation
Slide 18: Bilal Jaffery , Social Media & Competitive Marketing Leader developerWorks: Network Engagement Strategy Your open and social organizational culture is your competitive advantage. © 2010 IBM Corporation
Slide 19: IBM Social Computing Guidelines  Reasons to participate Responsible engagement in innovation and dialogue: to learn, to contribute IBM's brand is best represented by its people  Rules of the road Be professional – Business Conduct Guidelines, IBM Values Speak for yourself, not IBM Respect copyrights, laws, and other people Add value www.ibm.com/blogs/zz/en/guidelines.html 19 © 2010 IBM Corporation
Slide 20: Virtual relationships can improve productivity and virtual teams can accelerate innovation ... when the focus is business value 20 © 2010 IBM Corporation
Slide 21: When community wins. We win. Bilal Jaffery www.Bilal.ca bjaffery@ca.ibm.com © 2010 IBM Corporation