Web2.0 goes to work
Natraj Akella Business Head – India / SAAdvanced Collaboration
Lotus SWG IBM India
http://www.flickr.com/photo_zoom.gne?id=464050003&size=o, Yaniv Golan
Web 2.0
http://www.flickr.com/photo_zoom.gne?id=464050003&size=o Yaniv Golan
Installation Deployment
Five Historical Waves of Economic & Social Transformation
Irruption
The Industrial Revolution
Age of Steam and Railways
Age of Steel, Electricityand Heavy Engineering
Age of Oil, Automobilesand Mass Production
Age of Information and Telecommunications
Frenzy Synergy Maturity
Panic1797
Depression1893
Crash1929
Dot.comCollaps
e
Coming period ofInstitutional Adjustment
1
2
3
4
5
Panic1847
1771
1829
1875
1908
1971
1873
1920
1974
1829
Source: Perez, C., “Technological Revolutions and Financial Capital”, 2002
Crash
• Formation of Mfg. industry• Repeal of Corn Laws opening
trade
• Standards on gauge, time• Catalog sales companies • Economies of scale
• Urban development• Support for interventionism
• Build-out of Interstate highways
• IMF, World Bank, BIS
5
What’s hot and what’s not in
Peer production, co-creation, clip culture
Passive consumers,subscription content
Personalised products, niche marketing, dynamic advertising
Mass production, mass marketing, mass advertising
Cross channel content; mobile to web, TV to Mobile, IPTV
Parallel channels
Consumer driven supply chains
Supply chains basedon historical data
Virtual business modelsCommand & control business
models
Interactions Transactions
Web
1.0
Web
2.0
A Perfect Storm:
The Four Revolutions
Inspired by: Don Tapscott
IBM Global Technology OutlookIBM Global Innovation Outlook
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A SocialA SocialRevolutionRevolution
An EconomicAn Economic RevolutionRevolution
A TechnologyA TechnologyRevolutionRevolution
Inspired by: Don Tapscott
IBM Global Technology OutlookIBM Global Innovation Outlook
Economic
http://flickr.com/photo_zoom.gne?id=1812312679&size=o Coyote Jack
Web 2.0 businesses are transforming the Internet
The History of the World Wide WebPublishing Commerce Participation
11
The Consumer World: Empowerment as the catalyst
39% of Europeans use open source
software; 29% plan to
Driving New Technology Adoption in the Workplace
Driving New Interactions with Organisations
21% European bid or sell on online auctions
45% Skype users are in
Europe
Internet ads to grow 22% in Europe
2007.. More than TV
12
* Concise Oxford English Dictionary
Easier access to information
Growing influence of social networks and communities
Changes in media consumption
Increasing expectation of unique experience
Polarization of shopping behaviour
Consumer power has created new environments and opportunities
EmpoweredConsumer
14
The Business World: Conventional models are under pressure
15
Conventional business models are under pressure
Customer priorities now and in 2020
Personal relationships with employees
Brand values
Quality of customer service
Price competitiveness
Quality of product/service
Now (select up to three)
2020 (select up to three)
Personalisation of product/service52%
34%
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A SocialA SocialRevolutionRevolution
An EconomicAn Economic RevolutionRevolution
A TechnologyA TechnologyRevolutionRevolution
Inspired by: Don Tapscott
IBM Global Technology OutlookIBM Global Innovation Outlook
Social
http://flickr.com/photo_zoom.gne?id=1039909856&size=l Todd Huffman
Unlocking Knowledge
http://flickr.com/photo_zoom.gne?id=321433870&size=l Darwin Bell
A A DemogrDemographicaphicRevolutiRevolutionon
A SocialA SocialRevolutionRevolution
An EconomicAn Economic RevolutionRevolution
A TechnologyA TechnologyRevolutionRevolution
Inspired by: Don Tapscott
IBM Global Technology OutlookIBM Global Innovation Outlook
Technical
http://flickr.com/photo_zoom.gne?id=637176822&size=l Brenda Anderson
A A DemogrDemographicaphicRevolutiRevolutionon
A SocialA SocialRevolutionRevolution
An EconomicAn Economic RevolutionRevolution
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Inspired by: Don Tapscott
IBM Global Technology OutlookIBM Global Innovation Outlook
Baby Boomers44 to 63 years old
Generation X28 to 44 years old
Millennials8 to 28 years old
Traditionalists> 63 years old
© 2008 Gonzo fan2007 Creative Commons Attribution License
|
IBM Global Business Services
© Copyright IBM Corporation 2007
“I’ll have someone from my generation get in touch with someone
from your generation.”
…. the workforce is changing by geography, generation, and culture
What people do online monthly
40%
20%
18-26 27-40 41-50 51-61
Forrester Research
Use social networking sites
Read blogs
Watch internet video
Write blogs
IBM Lotus Software
© 2006 IBM Corporation
Achieving breakthrough business performance will be greatly influenced by how well companies harness the collective knowledge & foster interaction across it’s globally connected community of employees, customers, partners, and suppliers.
To thrive in this environment companies must:– Weave communities into development of products and services,– Use employees and partners as marketers– Become part of a living fabric of brand loyalists (Forrester)
New Approaches Required to Boost Performance & Growth
Business partners
Customers
Consultants
Competitors
Associations, trade groups, conference boards
Academia Internet, blogs, bulletin boards
Think tanks
Other
R&D (internal)
Sales or service units
Employees (general population)
IBM Institute for Business Value, CEO Study 2006
5% 15% 25% 35% 45%45% 35% 25% 15% 5%
CEOs: Sources of new ideas and innovation
The Globally Integrated Enterprise:The New Global Business
Business Model Innovation
Globalization
Internet
Open Standards
Changing Demographics
Deregulation Commoditization
Driving process excellence for back-office efficiency and client-facing productivity
Operating by common set of values
Capitalizing on talent and scale worldwide
Globally Integrated Company
Lowering the center of gravity closer to the customer
Creating culture of innovation
“The emerging globally integrated enterprise fashions its strategy, management and operations in
pursuit of value delivery worldwide. State borders define less and less
the boundaries of corporate thinking or practice.”
Sam Palmisano IBM Chairman and CEO
IBM Lotus Software
© 2006 IBM Corporation
The world is changing
Formal Work Domain: Operations, Performance Management Human Resource Management Supply Chain Management Geographical Divisions Marketing Manufacturing etc.
Informal Work Domain: Virtual Teams Communities of Practice Expert Networks Knowledge Communities Inside and outside the
organizational boundaries
From hierarchies… to networked hierarchies
IBM Lotus Software
© 2006 IBM Corporation
Work environments are more complex– Matrixed organizations– Organization changes– Mergers / Acquisitions– Global companies– Telecommuting / Remote workers
Work is increasingly collaborative– Increased Specialization
– Ad hoc projects
More interactions with unknown people“Today, more than 85 percent of a typical S&P 500 company’s market value is the result of intangible assets. For many companies, the bulk of these intangible assets is its people, its human capital. It is no longer what you own that counts but what you know…”
—Craig Symons, Forrester Research, Inc.
Changing Nature of Work……Drives a Need to Connect Dispersed Workforces
IBM Lotus Software
© 2006 IBM Corporation
34
58% of IT managers think of their companies as a “global virtual office”
90% of the employees work in different locations, far from the headquarters
More than 60% of the employees work in a different location than their manager
The number of "virtual" workers has increased more than 800% in the last 5 years
Source: Nemertes Research Inc.
The office is… “virtual”….
35
Organizational change, boldness, need for collaborative innovation through the firewall drives social software adoption
Organizations are bombarded by change, and many are struggling to keep up.
8 of 10 CEOs: significant change ahead, yet the gap between expected change and the ability to manage it is almost triple since ‘06.
CEOs view more demanding customers as an opportunity to differentiate.
CEOs are spending more to attract and retain increasingly prosperous, informed and socially aware customers.
IBM Institute for Business Value CEO Study 2008
2/3 of CEOs are implementing extensive innovations.
>40% are changing their models to be more collaborative.
Financial outperformers are making bolder plays.
These companies anticipate more change, and manage it better. They are also more global in their business designs, partner more extensively and choose more disruptive forms of business model innovation.
The Value of Social Software for Business
Information from undiscovered subject-matter experts can be found quickly
Research is faster using pre-qualified bookmarks
Projects are staffed with the best people
Complete Tasks Faster
Groups can access task related information
Exchanging ideas across the organization improves quality of deliverables
Duplicate tasks are avoided
Execute with Confidence
• Customer and partner relationships are strengthened via communities
• New products/services spawned from those communities can be executed with efficient task management
Grow through Innovation
Employees can tap the collective knowledge of an expanded and growing professional network
Integrated and open services that you use as part of your daily work
Empower People
®
®
IBM Software Group | Lotus software
Forrester references Web 2.0 design as a bottom-up innovation approach led from the customer/user’s point of view. This approach yields greater delivery speed, customer affinity, and ROI for web initiatives.
Web 2.0, Social Computing and Innovation
The future of Office
Meet Gail.
AKA
...the WDI Africa Team Leader.
Old Way New Way
Gail wants to do things the New Way
I have introduced Gail to new tools so she can improve her productivity at work.
@ home
…she uses Google and Del.icio.us to filter the Internet for the information she needs.
@ work
…she uses Dogear to find what she needs.
@ home
…she taps the collective knowledge of the internet through Wikipedia.
@ work
…she taps the collective wisdom of her team through a Quickr place.
@ home
...if she misses a radio show or a bit of TV she catches up using…
@ work
…if she misses a meeting she pulls the summary minutes
from the media library.
@ home
…through
…she knows what her friends are doing 24/7 wherever they are.
@ work
…she networks using Lotus
Connections to stay connected.
@ home
When she’s not catching up with friends, she’s using her spare time to catch up on her WDI colleagues.
She has her own blog…
...where she advertises her WDI activities.
So far she’s had many people read her blog
from all over the world.
In this online community she’s
… a respected leader
…and a dedicated follower.
When she got interested in the WDI
her network was…
now it’s…
@ work
People around the world
IBMers around the world
Other IBMers in Gail's country
Co-Workers
Friends
GailJimMary
Gail's manager
Jim’s manager
Susan
JohnHelen
Roberto
Akira
Chris
Peter
Frequent e-mails
Infrequent e-mails
Wikis + Blogs + SN
Since discovering Lotus Connections, her network has grown to...
...and she uses Lotus Connections Smallblue (Atlas) to extend her network...
...and her favourite tools to collaborate
She is a star at work and no longer sends large email attachments...
...because attachments are stored and shared in a Quickr place.
If you ask Gail what she enjoys most at work, she’ll say…
…I am able to connect with
anybody…
…at anytime…
…from anywhere...
…using my favourite tools!
Are you ready?
“In the new global economy, one simple rule prevails:
when everything is connected, work moves.
It flows like water to the places it will be done best,
be that Bangalore, Austin, or Cape Town.
(but) it’s not only work that flows when everything is connected.
So does competition. So does political stability.
So does economic progress.”
Sam Palmisano
“We no longer have to replicate IBM from floor to ceiling in every country.
We are optimizing key operations in the right places in the world
– eliminating redundancies and excess overhead – and integrating those operations
horizontally and globally. (…)This is about doing the right tasks,
with the right skills, in the right places.”
Sam Palmisano
I. To become the premier Globally Integrated Enterprise
II. To focus on open technologies and high-value solutions
III. To deliver integration and innovation to clients
We made important strategic decisions, and got to work