Collaboration & reseau social pour esce 2012

© 2011 IBM Corporation

IBM's adoption of collaboration and IBM's adoption of collaboration and social computingsocial computing


Social Media Revolution


Quelques Chiffres

© 2011 IBM Corporation4

IBM in this revolution...

378,000+

39,000+ users, 500+ IBM groups(65% outside the US)

80+ accounts using “IBM” in the name(25% from outside the US)

200+ IBM channels

75,000+

100,000 IBMers collaborating with 200,000 non-IBMers

166 communities, 200+ blogs, 5000+ profiles

Source : Maria Arbusto


Youtube


SlideShare

http://www.slideshare.net/ibm


IBMer's Blogs

http://www.ibm.com/blogs/zz/en/blogname.html



Ok, it's easy for the IBM Collaboration Brand,

but for US...


Twitter, Facebook, and Blog information for WebSphere and CICS Support

https://www-304.ibm.com/support/docview.wss?uid=swg21410956


Tivoli, IM, Rational on Twitter...


IBM Software Community

http://www.ibm.com/software/


Other IBM Brands...


Our competitors


But, also our Clients


Our enterprise is evolving towards global integration

A globally integrated enterprise -- business in a smart, connected world

The multinational era -- replicating

The international era -- exporting

20thCentury

21stCentury

A Glo b ally In te gr ate d En te r pr ise (GIE) is an o pe n , m o d ular o r gan izatio n …. in te gr ate d in to th e n e tw o r k e d e c o n o m y … w ith an o pe r atio n al an d b usin e ss m o d e l th at c apitalize s o n th e n e w glo b al lan d sc ape .

Global Demand Capture

Global Supply Management

Global Production Optimization

All th in gs ar e b e c o m in g I N T E L L I G E N T

Th e w o r ld is b e c o m in g I N S T R U M E N T ED

Th e w o r ld is b e c o m in gI N T E R C O N N E C T ED

16


Collaboration is core to this evolution

Within six years, workers will collaborate 80% of their time

Work will flow seamlessly, fluidly, across fully connected and visible processes

Work increasingly will involve external partners

Agility will become a key performance metric

Pro-active processes will be strengthened with predictive capabilities

Work will not be centered on an organization but on a community of people who will be sourced from a variety of places: employees, contractors, alumni, industry experts

Batch processing will be forgotten; real-time will be the norm

“Organizations and businesses around the world are recognising that they need to reinvent their infrastructures and processes

to allow their people to collaborate with each other, their customers and their partners; to

foster creativity and problem solving and to enable the very act

of enterprise.”

Source: IBM CEO study 2010

18 © 2011 IBM Corporation

The IBM Workforce comprises of 400,000+, in 170 countries and 2000 locations

Global and distributed across all time zones,

cultures and languages

~50% employees work remotely

~50% with IBM < 5 years

Moving to distributed teams vs co-location

Matrixed teams and management

Flexible in work styles


CEOs: sources of new ideas and innovation

IBM Institute for Business Value. CEO Study

45% 35% 25% 15% 5% 5% 15% 25% 35% 45%

Business partners

Clients

Consultants

CompetitorsAssociations, trade groups,

conference boardsAcademia Internet, blogs, bulletin boards

Think tanks

Other

Research and development (internal)

Sales or service units

Employees (general population)

Traditionalist Boomer Gen X Gen Y

Training The hard way Too much and I’ll leave

Required to keep me

Continuous and expected

Learning style Classroom Facilitated Independent Collaborative and networked

Communication style Top down Guarded Hub and spoke Collaborative

Problem-solving Hierarchical Horizontal Independent CollaborativeDecision-making Seeks approval Team informed Team includes Team decides

Leadership style Command and control

Get out of the way Coach Partner

Feedback No news is good news Once per year Weekly / daily On demand

Technology use Uncomfortable Unsure Unable to work without it

Unfathomable if not provided

Job changing Unwise Sets me back Necessary Part of my daily routine

Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.

~50% employees work remotely

~50% with IBM < 5 years

100% suffer from information overload

100% expecting rapid response

13 Persona-based IT roles

IBM has the challenge of increasing productivity, collaboration and innovation of its 400,000+ employees worldwide


We started by defining a collaboration strategy

Collaboration = working together to co-create business information Social Computing = collaborating on-line with social tools and services


We then focused on our strategic priorities

Collaboration Framework (EPF 13.5)Strategic Priorities

Transform the enterprise into a more collaborative organization

Establish a high-value collaborative IBM Internet presence

Simplify and integrate tools and processes

Improve employees' and clients' ability to identify IBM experts


87% of IBMers collaborating with others in communities increase skills

84% access expertise more quickly

74% increase their productivity

64% improve personal reputation

The benefits of collaboration & networking are significant to individuals & organizations

Source: IBM internal Workplace Effectiveness survey


. . . so what's in it?

The reality is that: There is too much information for us

to manage by ourselves

More heads are better than one (Wisdom of crowds)

We all need to connect and feel connected

Think about how often you connect with someone to: Find information

Get an answer to a question

Ask for advice

Bounce off an idea

Get another opinion

Reuse work

It's all about you & your network


We provide enablement and adoption on multiple levels

Social computing guidelines

Geography customization

Requests for consultation

Ambassadors


We provide simplified recommendations for “what to use when”...

...And “how”


We provide a single message to employees about how to achieve the desired collaboration behaviors

We developed social computing guidelines (internal and external guidelines are the same)

We embedded a social computing module into IBM's Business Conduct Guidelines

Employees are required to take a short education module before creating an external social profile

Each solutions have Terms and Conditions use guide...


Defining your presence -- Detail your social computing goals and develop a social presence that is consistent with those goals.

Setting Up -- Select your social channels and establish a consistent online presence

Listening -- Identify the dialogue relevant to you and your business

Sharing -- Begin the exchange of information to create context, connection, and community

Publishing -- Enhance your digital presence and differentiate yourself by creating original content

We provide very comprehensive social computing education modules including non-IBM social media channels


We are embedding “social” in the IBM external web pages

Surfaced based on expertiseFeed through Expertise Locator system

Facilitate sharing on other popular social media platform


Expertise Locator is the systems to register with a particular skill or expertise

Register to Expertise Locator,and choose where you want to be surfaced with your expertise!

Improve employees’ and clients’ ability to identify IBM experts


Items from ‘Recent activity’ feed appear for seven seconds and then fade to next item

Data pulled from Connections profile

Name links to Connections profile

Choice of social connections options

Expertise Locator allows also non-IBMer to find experts and get introduced via other relevant digital venues where the IBMer is present


empowering users to be more innovative and helps them collaborate & execute more quickly with dynamic networks of co-workers...

ProfilesQuickly find the people you need

by searching across your organization using keywords that

help identify expertise, current projects and responsibilities

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

others who blogBlogs

Organize your work, plan next steps, and easily tap your

expanding professional network to help execute your everyday

deliverables, faster

Activities

Create, find, join, and work with communities of people

who share a common interest, responsibility, or

area of expertise

Communities

Home

Wikis

Provide a place for groups of people to jointly create

and maintain content through contribution and

collaboration.

FilesShare your files with your colleagues. Everyone can

store, share, and collaborate on files.

BookmarksSave, organize and share bookmarks; discover

bookmarks that have been qualified by others with

similar interests & expertise

Internally, we deployed a platform for “social” collaboration

IBM Connections


Social Collaboration brings on various services... most commonly:

“Profiles” enable us to find people and connect with them

“Communities” and teams allow collaboration in shared spaces

The “Board” lets us keep track and interact with our network


How the adoption goes in IBM – some statistics from 2Q2011

Profiles - 635K users w/ profiles - 1M+ searches per week

Files - 235K users – 5.9M files downloaded

Blogs - 89K users – 13K active bloggers with 16K blogs

Activities - 406K users – 197K activities & 2.8M entries

Communities - 365K members – 14K public & 20K restricted

Wikis – 86K users – 375K pages for 39K Wikis

Bookmarks - 35K active users – 1.2M bookmarks & 3.3M tags

Instant Messaging – 100% of IBM – 11M+ instant messages per day


Launch w3.ibm.comCorporate news and links17K page views/day

Version 2.0Standard design and navigation38K page views/day

Versions 3 & 4Bluepages, MyNews, Web tools, Info Central500K page views/day

Versions 5 & 6Profile, Dynamic Content, Taxonomy, Integrated Search1M page views/day

ODW R1 &R2Business Portals,Personalization &Role Enablement2M page views/day

Smarter WorkplaceEnabling Collaborative Innovation

The evolution of our intranet (w3/ODW) to a Smarter Workplace, our single portal experience...is a journey!

1996 2011+Consumption Participation


...We integrate it all together, time after time!

1996: w3 Intranet operated by Corp. Comms (17k visits/day)

2000: One IBM Single Portal Strategy (500K visits/day)2004: Role-enabled workplace (2M visits/day)2009: Collaboration platform2010: Social enterprise: internal/external2010+: Workplace of the Future

1996 w3

intranet

2000 CommonFunction

2004 Role-enabled

workplace

2010+Workplace of the

Future

2010 Lotus ConnectionsSocial Enterprise

2008Self-deployment,

Web 2.0

2009 Collaboration

Platform

Consumption to Participation


Our IBM intranet personalized portal before collaboration (2009)

Deep personalized

Corporate news,

resources and links

Strong Enterprise directory

and taxonomy

View this as a Top down

content channel,

broadcast or mass

communications service

with integrated search

portlet


Since the end of 2009, our intranet portal includes Social collaboration, placing the IBMers in front of their workspace!

We are putting the IBMer

interactions in front of

their intranet

Top down corporate news

move from center to left

We 'trust' user-generated

content

Additional tools and

functionality, so called

web 2.0, are now part of

our single enterprise

personalized portal! (along

with a new look and feel this year )


38

Benefits

E n a b l i n g C u l t u r e C h a n g e

Why?

Need to connect 400,000+ employees across 170 countries

Enable employees to be more productive, more knowledgeable, faster

Facilitate collaborative innovation

Organize the flow of ad hoc collaboration

Drive innovation into products faster

Harness the knowledge of subject matter experts from across IBM quickly

Surface IBMers as experts to engage with clients, partners and others

Social software @ IBM

38

What we’ve done

Transformed intranet into robust social computing platform

Created communities of enthusiasts to encourage grassroots adoption (BlueIQ)

Harnessed IBM as test-bed for collaborative tools we then commercialize

Established IBM social computing policy and guidelines

Used the enterprise processes and inject Social collaboration to them

Created “reverse mentoring” program to pair social computing experts with IBM leaders (I&VT Ambassadors)

Building an Expertise and Eminence initiative to groom experts on all levels

http://www.ibm.com/blogs/zz/en/guidelines.html

http://www.ibm.com/blogs/zz/en/guidelines.html


Lessons learned

“What to use when” should be made as easy as possible. A single, consolidated social platform is critical

Executives impact adoption by role modelling the use of the solutions

Many executives need individual “reverse” mentoring

Their staff also need to be trained separately

Use of the solutions should be integrated with business processes

Business units need special consultation for how to do this integration

Capturing and publishing business value is crucial

Some geographies need special customization to realize business value

Privacy issues are core to social computing and require early attention and systematic focus


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 our customers and partners

Innovate our products and services, entering new markets and gaining new potential customers

Anticipate change faster than our competition

Be Change Ready

Integrate Globally

Lead in Innovation

In summary, IBM uses social software to...

Stefano Pogliani, our European Executive Social Business & Web Experience said "IBM is not simply using Social Media" but we are engaging in becoming a "Social Business"


Pierre Milcent Compagnie IBM FranceConsultant Réseaux 17, avenue de l'EuropeSociaux d'Entreprise F 92275 Bois Colombes Cedex

IBM Collaboration Solutions Tél + 33 (0)1 58 75 31 96Mobile + 33 (0)6 72 96 23 00

[email protected]

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