socially synergistic enterprises 10 june m. baron
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Socially Synergistic Enterprisesthe human side of the smarter planet
Balancing Internal and External Collaboration to Improve Innovation
Marcel Baron
10 June 2011
5th Annual
New Product Development Strategies
© 2011 IBM Corporation
© 2011 IBM Corporation
© 2011 IBM Corporation4
Team-Based Management
Integrated Product Development Team Relationships
Integrated Portfolio
Management Team (IPMT)
Project Development Team
(PDT)
Investment Review Board (IRB)*May not exist in specific Brand
Fu
nctio
nal M
an
ag
em
en
t
DCT/OT &
functional teams
© 2011 IBM Corporation
IBM – Integrated Product Development
© 2011 IBM Corporation6
Integrated Product Development (IPD) Overview
Market Information
Customer Feedback
Competitor Information
Technology Trends
Current Portfolio
Integrated Portfolio Management Team (IPMT)
C
O
N
T
R
A
C
T
Develop & Qualify Launch Life-cycleConcept Plan
Project Development Team (PDT)
Concept
DCP
Plan
DCPAvailability
DCP
End-of-Life
DCP
IPMT
Sponsor
Products
Solutions
Profit
Satisfied
Customers
Project ProposalsStrategy
Marketplace insights
Opportunity
Customer Targets
Value Proposition
Messaging
IBM Marketing Approach:
1.0 Understand the
Marketplace
3.0 Plan/Manage
Offerings/
Solutions
4.0 Plan and
Manage Programs
5.0 Execute
Programs/
Measure
2.0 Develop/ Manage
Strategy &
Positioning
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H3 investigation feeds H2 growth and finally H1 exploitation
© 2011 IBM Corporation
EBO investment decision criteria should evaluate market, technology, business, and organization attractiveness
Organization Attractiveness (%)IBM Strategy FitEBO Strategy FitCore Competencies/SkillsTechnology Innovator CapabilityBusiness Unit Receptivity
Market Attractiveness (%)Market SizeMarket TrendsCustomer PullCompetitive PositionStrategic Control Points
Business Attractiveness (%)Business Model (Value Chain)Differential Advantage / Value PropositionValue Capture/Profit Model"Game Changer" PotentialMarket Timing
Technology Attractiveness (%)Technology MaturityTechnology TrendsStandards & ArchitecturesIntellectual PropertySolution Positioning
Source: Compilation of IBM's EBO Community of Practice ideas and practices
% weighting may be applied, if needed
Example
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Innovation @ IBM
https://www.collaborationjam.com/
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© 2011 IBM Corporation
WHERE ARE YOU IN BECOMING A SOCIAL BUSINESS ?
© 2011 IBM Corporation
Socially synergistic enterprise solutions
let businesses and other organizations
combine people, data, and analytics in new
ways to achieve revenue growth, discover
opportunities, enhance customer and partner
relationships, improve resiliency and
efficiency, and achieve improved outcomes.
These solutions will be facilitated by a framework
and consumable components to effectively
integrate computation with human cognition
and action.
Socially Synergistic Enterprise Solutions: The Human Side of the Smarter Planet
© 2011 IBM Corporation
Convergence of Social and Analytic Technologies Transform the Way Businesses Operate
Socially Synergistic Enterprise SolutionsNew top-line opportunities, better relationships with customers and partners,
enhanced talent pool, increased resiliency and efficiency
Data
Data aggregation
Smart filtering
Meaning extraction
Consumable analytics
Process orchestration
Stream processing
Analytics
Customer Sentiment
Unmet Needs
Talent Discovery
Reasoning and Decision Support
Crowdsensing, Crowdsourcing
Teaming, Incentives, Motivation
Society
Organizations
Teams
Individuals
Social
SocialData from and about People
PhysicalSensors & Streams
Enterprise
Business Process
Transformation
© 2011 IBM Corporation
Adoption of Social Tools is Increasing Rapidly
Public
Companies plan to increase spending on social despite recessionGrowth in Adult Usage of Social Network Sites, 2005-2009
Enterprise
Fortune Global 100 Companies
Companies with ...
65%
54% 50%
33%
TwitterAccounts
FacebookFan Pages
YouTubeChannels
CorporateBlogs
Twitter Accounts
65%72% 71%
40%
67%
Total US Europe Asia LatAm
Facebook Fan Pages
54%
69%
52%40%
33%
Total US Europe Asia LatAm
50%59%
52%
35% 33%
Total US Europe Asia LatAm
YouTube Accounts
US Mobile Subscribers
Accessing Social Sites
Source:Burston-Marsteller
Jan-09 Jan-10 Change
Facebook 11,874 25,137 112%
MySpace 12,338 11,439 -7%
Twitter 1,051 4,700 347%
(Thousands)
Source:comScore MobiLens
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Social Technologies Used in Point Processes
Social network-based advertising
achieved 70% ROI, outpacing
TV and Online marketing
Social computing and community forums
lower customer and partner support costs.
One question viewed 37k times, saving ~$70k.Location based social incentives
Automotive industry exploring integrating social
capabilities to enhance car experience
Sold 2.5 million kits
leveraging social and
game techniques
Integrated OfferingIntegrated Offering
Crowdsourcing new features.
Reports $3M in revenue using Twitter
to notify customers of deals
Marketing, Promotion
Crowdsourcing new product
and promotion ideas increases
customer loyalty
MarketingMarketing
Connections-based employee social
collaboration with over 500 cross-silo
communities. One generated 118 ideas
being implemented.
Internal
Promotion Support Promotion
Listening to buzz on Youtube and
Facebook led to creation of High Fructose
Corn Syrup-free Hunts Ketchup
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Issue discovered in enterprise
sales and market-basket data
Losing share to a competitor in a key
market
Correlation and analysis of external
(message boards, blogs, newsfeeds,
tweets) and internal (customer calls,
sales, ad spend, KPIs, etc.) to identify root
cause
topic identification
sentiment and brand
association analysis
100000+
discussio
n forums
30,000+
news
feeds
2 billion+
blog
postingstwitter
activity
IBM DIFFERENTIATOR: Ability to integrate and analyze internal enterprise and external data.
Marketing Managers and other employees diagnose issue, develop solutions,
make go/no -go decisions. Collaborative Reasoning decision tools structure
process, populate with relevant data, support what-if predictive analyses.
Question arises on whether shelf placement has changed.
Query broadcast to supermarket field reps to crowdsource quick response,
which is automatically tabulated, comments analyzed, insights extracted and fed
back into decision space.
Customer Care and InsightTransforming how a Company Manages its Brands
Large consumer
product company
© 2011 IBM Corporation
Branch office
Web
IVRCall Center
Enterprise
products
and services
Unstructured
Call logs, Transcripts
Emails, Surveys
Self Service
Agent
Structured
Customer/Product
Transaction Data
Structured
Agent Data
Customer Intelligence
Process Understanding
Dissatisfaction Drivers
Sales Drivers Agent Performance
Enterprise Contact Points Customer
Data
Analytics
Insights
Integrate and Analyze Structured and Unstructured Data
“… helped us improve our operational efficiency and customer
satisfaction. This enables us to take swift pro-active mitigation
action to improve the customer’s satisfaction and help our client
retain the customer… “
Suppiah Karuppiah, Director and Senior PE, GM Cars Account
“…given us a tremendous differentiation in the market place
to realize significant business impact. This really provides us
an edge over many of our competitors who simply don‘t have
the technology to deal with unstructured data..”
Bill Payne, VP, CRM and Industries, GPS
Research Asset: Voice of the Customer Analytics Managed Service Providing Actionable Marketing Insights
© 2011 IBM Corporation
Prototype: used at Lotusphere,
USAID WorldJam, IOD, VizWeek 2010, etc.
Current Project: Visual Backchannel Monitoring Twitter activity
Trending terms on twitter fed to
internal analytics to recognize
problem and automatically
create team for quick action
© 2011 IBM Corporation
Development
Goals
1. Project needs talent
2. Determine best mode of work:
individual, team, crowdsource
3. Find best available people
and teams based on range of
organizational and personal
goals and context
skills
performance in similar projects
who has worked well with whom
personal development goals
experience
motivations and incentives
interests
organizational future needs
and development goals
Social
Analysis
Collaboration
logs
Outcome
Repositories
Skill
Modeling
Workforce Optimization Transforming how IBM Optimizes its Services Workforce
4. Orchestrate, support and
analyze tacit work
Collaborative Supply and
Demand Prediction
Developing TalentGrow employees through traditional and
collaborative learning and development
Sourcing TalentFind and acquire talent in the right place
and time to meet business objectives
Retaining TalentRetain desired talent through innovative
performance and compensation initiatives
Managing WorkforceImprove workforce productivity &
efficiency
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© 2011 IBM Corporation