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01 Pam Ibm Sw Day Joburg May 2011 Social Business Pc

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01 Pam Ibm Sw Day Joburg May 2011 Social Business Pc

  1. 1. Powering a Market Leading Business with Social Collaboration Pam Chandor | Global Director Social Business & Web Experience IBM Software Group May 26, 2011 Get Social. Do Business. © 2011 IBM Corporation IBM Confidential
  2. 2. Agenda  Why Social Business?  Tenets of a Social Business  Examples of Business Successes  Helping You Get There © 2011 IBM Corporation IBM Confidential
  3. 3. The world is changing, and becoming more… Instrumented Smartphone shipments will outpace PCs by 2012 Interconnected Social networking accounts for 22% of all online time Intelligent The social data analytics opportunity will grow to 1 Zettabyte by 2011 © 2011 IBM Corporation IBM Confidential
  4. 4. A Social Media Revolution © 2011 IBM Corporation IBM Confidential
  5. 5. The world is changing Of nearly 1700 executives surveyed by McKinsey 74% integrating Web 2.0 with customer interaction 75% integrating Web 2.0 into employee day-to-day activities 71% integrating Web 2.0 with partner/supplier interaction Policy ? Integration Adoption © 2011 IBM Corporation IBM Confidential
  6. 6. An organization’s business network is a system of people that is fundamentally changing from the ground up... Employees: are using social media in all facets of their lives, including work Customers: are leading the conversations that define brands Competitors: are crowd-sourcing ideas to bring new solutions to market © 2011 IBM Corporation IBM Confidential
  7. 7. ...demanding a new approach Analytics Systems Thinking Collaboration Help clients turn data into Need to acknowledge that Clients can use social information and information into complexity comes from software to get closer to their insight that drives smarter interconnected systems – a customers, but must also system of systems transform internally, to business decisions social businesses © 2011 IBM Corporation IBM Confidential
  8. 8. Social Business On a smarter planet, people are transforming the way they interact... and this transformation is impacting the way business is being done Why Social Business matters... 95% of standout Standout organizations are organizations will focus more 57% more likely to allow on “getting closer to the their people to use social and customer” over the next 5 collaborative tools. years. – IBM CHRO Study 2010 – IBM CEO Study 2010 © 2011 IBM Corporation IBM Confidential
  9. 9. A Social Business embraces networks of people to create business value Engaged At its core, Transparent a Social Business is: Nimble © 2011 IBM Corporation IBM Confidential
  10. 10. Engaged Connecting people – whether customers, partners or employees – as networks to drive innovation © 2011 IBM Corporation IBM Confidential
  11. 11. Transparent Removing unnecessary boundaries inside and outside the organization to allow your people and culture to reflect your brand and your values © 2011 IBM Corporation IBM Confidential
  12. 12. Nimble Leveraging these networks to speed up business, gain real-time insight and make quicker and better decisions © 2011 IBM Corporation IBM Confidential
  13. 13. A broad study of 3,249 executives “…the fully networked enterprise can achieve…  the highest levels of market share gains  increased self-reported profitability  and distributed decision making and work.” McKinsey Quarterly December 2010 The Rise of a Network Enterprise © 2011 IBM Corporation IBM Confidential
  14. 14. Social Business  Drives advocacy and more sales through trusted relationships Traditional Business Entry Points Deepen relationships  'Push' marketing via with customers traditional channels Marketing, Sales,  Control over brand image and  Speed time to market and gain Customer Service brand communication market share with break- through ideas and products Generate new ideas faster Product and  Invest in R&D Customer  Save money by reaching out to Service Experience  Generate new ideas internally professional networks to Development  Test ideas in market respond faster to business decisions and opportunities Enable a more effective workforce Operations,  Email and phone based Human communication Resources  Knowledge kept in silos © 2011 IBM Corporation IBM Confidential
  15. 15. Social Business EXPERIENCES Optimize your Deepen client workforce relationships Exceptional Exceptional Experience Experience Available on premises or in the cloud. © 2011 IBM Corporation IBM Confidential
  16. 16. Examples of Business Success © 2011 IBM Corporation IBM Confidential
  17. 17. IBM is the World’s largest Information Technology Company  $99.9B revenue; $14.8B income  400,000 full time regular employees; 100,000 contractors; 100,000 partners  5,970+ executives  39,700+ managers  Operations in 170 countries, divided into 5 operating A highly diverse workforce: teams and/or markets:  50% workforce has less than 5 years of service  North America, Japan, North East Europe, South West Europe, Growth Markets  62% workforce is in our services business  Key business segments:  50% of employees work remotely – not from a  Global Technology Services traditional IBM office  Global Business Services  71% of our employee population is outside USA  Systems and Technology Group  15% of population comes from acquisitions &  Software Group outsourcing deals IBM has the challenge of increasing productivity, collaboration and innovation of its 400,000 employees worldwide © 2011 IBM Corporation IBM Confidential
  18. 18. IBM – A Social Business Inside IBM • 18,000 blogs; 86,655 bloggers; ROE of 10%1 • 3.5 million profile searches per week; ROE of 455%2 • 240,000 files; 5.4 million downloads; ROE of 23%3 • 285,000 wiki pages; 15.2 million views; ROE of 53%4 • 1.1 million bookmarks; 3.1 million tags • 12 million instant messages per day • 150,000 web meetings; 1 million participants • 20,000 public communities; 345,000 members Measurable Value • Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year • $700K savings per month in reduced travel • Reductions in voice mail, email server costs Outside IBM • 8 million registered users; 4.5 million unique monthly visitors • 2,500 public communities; 45,000 members • 1,100 blogs; 25,000 comments; ROE of 26%1 Measurable Value • $100 million in reduced support center costs • Reduce time for product documentation updates using wikis Suggested Reading: IDC Whitepaper - "Becoming a Social Business: The IBM Story"; January 2011 http://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf 1) ROE Blogs = (Number of Comments + Number of Recommendations) / Number of Blogs 3) ROE Files = Number of downloads / Number of uploads 2) ROE Profiles (Yearly) = Number of searches / Number of profiles 4) ROE Wikis = Number of page views / number of pages © 2011 IBM Corporation IBM Confidential
  19. 19. Helping you get there... Business need. We'll look at the results that your businesses need and work backwards to create systems that deliver those results. Social Business Framework. A practical roadmap to becoming a social business...everything from cultural transformation to governance to technology. Catalyze our Community. Business partner and developer tools for open, transparent and secure applications Increase the depth our our core technologies.  World-class predictive analytics  Enterprise grade software in terms of compliance, security, governance and scale  Innovation in mobility  Unified Communications and the flexibility of Cloud and hybrid deployment © 2011 IBM Corporation IBM Confidential
  20. 20. Driving value from Social Business To get the benefits of social business, you need:  Secure, scalable technology  Business outcomes that matter  Responsible management practices © 2011 IBM Corporation IBM Confidential
  21. 21. © 2011 IBM Corporation IBM Confidential
  22. 22. Powering a Market Leading Business with Social Collaboration Pam Chandor | Global Director Social Business & Web Experience IBM Software Group May 26, 2011 Get Social. Do Business. © 2011 IBM Corporation IBM Confidential
  23. 23. Agenda  Why Social Business?  Tenets of a Social Business  Examples of Business Successes  Helping You Get There © 2011 IBM Corporation IBM Confidential
  24. 24. The world is changing, and becoming more… Instrumented Smartphone shipments will outpace PCs by 2012 Interconnected Social networking accounts for 22% of all online time Intelligent The social data analytics opportunity will grow to 1 Zettabyte by 2011 © 2011 IBM Corporation IBM Confidential The meteoric rise of social technology, which now accounts for 22 percent of people's time spent online, has connected nearly every individual on earth. 3
  25. 25. A Social Media Revolution © 2011 IBM Corporation IBM Confidential Today, more than 2 billion people use the internet. By the end of this year, Gen Y will outnumber Baby Boomers….and 96% of them have joined a social network. The second largest search engine in the world is YouTube 25% of search results for the World’s Top 20 largest brands are links to user-generated content. And this adoption has happened at an incredible pace. Consider this: to reach 50 million users, it took radio 38 years...it took television 13....it took the internet only 4. Meanwhile, Facebook added 100 million users in less than 9 months…iPhone applications hit 1 billion downloads in 9 months. It's clear we are now in the midst of a revolution. People are using these connections as a primary means of communication, in many cases, replacing other more traditional interactions. And companies are getting in on the act, too. 80% of companies are using LinkedIn as a primary tool to find employees.
  26. 26. The world is changing Of nearly 1700 executives surveyed by McKinsey 74% integrating Web 2.0 with customer interaction 75% integrating Web 2.0 into employee day-to-day activities 71% integrating Web 2.0 with partner/supplier interaction Policy ? Integration Adoption © 2011 IBM Corporation IBM Confidential
  27. 27. An organization’s business network is a system of people that is fundamentally changing from the ground up... Employees: are using social media in all facets of their lives, including work Customers: are leading the conversations that define brands Competitors: are crowd-sourcing ideas to bring new solutions to market © 2011 IBM Corporation IBM Confidential 78% of consumers trust peer recommendations, but only 14% trust advertisements.
  28. 28. Social Business On a smarter planet, people are transforming the way they interact... and this transformation is impacting the way business is being done Why Social Business matters... 95% of standout Standout organizations are organizations will focus more 57% more likely to allow on “getting closer to the their people to use social and customer” over the next 5 collaborative tools. years. – IBM CHRO Study 2010 – IBM CEO Study 2010 © 2011 IBM Corporation IBM Confidential
  29. 29. A Social Business embraces networks of people to create business value Engaged At its core, Transparent a Social Business is: Nimble © 2011 IBM Corporation IBM Confidential
  30. 30. Engaged Connecting people – whether customers, partners or employees – as networks to drive innovation © 2011 IBM Corporation IBM Confidential
  31. 31. Transparent Removing unnecessary boundaries inside and outside the organization to allow your people and culture to reflect your brand and your values © 2011 IBM Corporation IBM Confidential
  32. 32. Nimble Leveraging these networks to speed up business, gain real-time insight and make quicker and better decisions © 2011 IBM Corporation IBM Confidential
  33. 33. A broad study of 3,249 executives “…the fully networked enterprise can achieve…  the highest levels of market share gains  increased self-reported profitability  and distributed decision making and work.” McKinsey Quarterly December 2010 The Rise of a Network Enterprise © 2011 IBM Corporation IBM Confidential
  34. 34. Social Business  Drives advocacy and more sales through trusted relationships Traditional Business Entry Points Deepen relationships  'Push' marketing via with customers traditional channels Marketing, Sales,  Control over brand image and  Speed time to market and gain Customer Service brand communication market share with break- through ideas and products Generate new ideas faster Product and  Invest in R&D Customer  Save money by reaching out to Service Experience  Generate new ideas internally professional networks to Development  Test ideas in market respond faster to business decisions and opportunities Enable a more effective workforce Operations,  Email and phone based Human communication Resources  Knowledge kept in silos © 2011 IBM Corporation IBM Confidential
  35. 35. Social Business EXPERIENCES Optimize your Deepen client workforce relationships Exceptional Exceptional Experience Experience Available on premises or in the cloud. © 2011 IBM Corporation IBM Confidential
  36. 36. Examples of Business Success © 2011 IBM Corporation IBM Confidential Here are some of our customers already leading their organizations toward greater success, industry leaders like: BASF - where their employees link socially to form expert networks that find answers for customers.  CSC, which allows teams to connect in real time  KBC - where they use social networks to overcome cultural differences as they grow in new markets   AT&T -- where product complexity is minimized for customers because employees can find someone who knows the answers, in the right language in near real time.  The Australian Football League - where they are taking an accelerated path to enhanced decision support Blue Cross/Blue Shield of Massachusetts where they are working to create a better,  more transparent Health Care system - And the Royal Bank of Canada where they are gaining customer loyalty by providing individualized, web-based customer experiences.
  37. 37. IBM is the World’s largest Information Technology Company  $99.9B revenue; $14.8B income  400,000 full time regular employees; 100,000 contractors; 100,000 partners  5,970+ executives  39,700+ managers  Operations in 170 countries, divided into 5 operating A highly diverse workforce: teams and/or markets:  50% workforce has less than 5 years of service  North America, Japan, North East Europe, South West Europe, Growth Markets  62% workforce is in our services business  Key business segments:  50% of employees work remotely – not from a  Global Technology Services traditional IBM office  Global Business Services  71% of our employee population is outside USA  Systems and Technology Group  15% of population comes from acquisitions &  Software Group outsourcing deals IBM has the challenge of increasing productivity, collaboration and innovation of its 400,000 employees worldwide © 2011 IBM Corporation IBM Confidential
  38. 38. IBM – A Social Business Inside IBM • 18,000 blogs; 86,655 bloggers; ROE of 10%1 • 3.5 million profile searches per week; ROE of 455%2 • 240,000 files; 5.4 million downloads; ROE of 23%3 • 285,000 wiki pages; 15.2 million views; ROE of 53%4 • 1.1 million bookmarks; 3.1 million tags • 12 million instant messages per day • 150,000 web meetings; 1 million participants • 20,000 public communities; 345,000 members Measurable Value • Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year • $700K savings per month in reduced travel • Reductions in voice mail, email server costs Outside IBM • 8 million registered users; 4.5 million unique monthly visitors • 2,500 public communities; 45,000 members • 1,100 blogs; 25,000 comments; ROE of 26%1 Measurable Value • $100 million in reduced support center costs • Reduce time for product documentation updates using wikis Suggested Reading: IDC Whitepaper - "Becoming a Social Business: The IBM Story"; January 2011 http://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf 1) ROE Blogs = (Number of Comments + Number of Recommendations) / Number of Blogs 3) ROE Files = Number of downloads / Number of uploads 2) ROE Profiles (Yearly) = Number of searches / Number of profiles 4) ROE Wikis = Number of page views / number of pages © 2011 IBM Corporation IBM Confidential Metrics and information consolidated in February 2011. IBM has 3 separate social deployments (w3, ibm.com, and developerWorks)
  39. 39. Helping you get there... Business need. We'll look at the results that your businesses need and work backwards to create systems that deliver those results. Social Business Framework. A practical roadmap to becoming a social business...everything from cultural transformation to governance to technology. Catalyze our Community. Business partner and developer tools for open, transparent and secure applications Increase the depth our our core technologies.  World-class predictive analytics  Enterprise grade software in terms of compliance, security, governance and scale  Innovation in mobility  Unified Communications and the flexibility of Cloud and hybrid deployment © 2011 IBM Corporation IBM Confidential
  40. 40. Driving value from Social Business To get the benefits of social business, you need:  Secure, scalable technology  Business outcomes that matter  Responsible management practices © 2011 IBM Corporation IBM Confidential

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