Social Media 2.5 Conference | Research & Development: Innovationsnetzwerke als Erfolgsfaktoren

Innovation Networks
not only in Research
and D
d Development
l t

Tony Wehrstein
Certified Senior IT Consultant
SWG Switzerland
tweh

What is Innovation

© 2012 IBM Corporation

Innovation is the use of
Knowledge and new Ideas
to form an attitude approaching in
pp g
a different and new way.


Innovation and good Ideas
often doesn t call attention to itself
doesn’t


Innovation Life Cycle at IBM

Industry
Solution
S l ti
Technology Labs
Trends

Industry
Trends
Prototype
Trend Scan
T dS Idea
3-10 years out
Pilot
Research p y
Deployment /
FOAK Productization
Social (first of a kind)
Trends ODIS
(on demand
Patents Academic information
Papers Research services)
Solution
Experience Papers
Centers

Ideas management

Business management


Collaboration is a Core Discipline of
Innovation

Mobilize Interest,
Mobilize Interest, Incubate, Prototype Implement, Take
Create Idea Collaborate and Validate
Idea Collaborate to Market

Technology
Adoption Program
Clients

Partners
Situational
Applications Environment

Global
Gl b l
Technology
Academia
Outlook

FOAK

Employees
Blogs Fringe Microblogs Media Lib Tagging Plugins


Todays Collaboration uses
Social Software

… the power and id
ideas
of many
f

Social Software,
isn t
isn't that the same as
Social Media?


Social Media ≠ Social Software
Social Media

Customer Satisfaction Collaboration
•C t
Customer CConversations
ti • P d ti it
Productivity
• Reputation / Differentiation • Employee retaining
• Sourcing • Learning
• Sales


Kownledge Distribution

5%

15 %

80 %


It’s not about the creation
…it s all about the creator
it’s

The focus is switching towards
people... not tools !
l tt l

Identify the Expert

© 2012 IBM Corporation Picture © Anne Bermüller / PIXELIO

Knowledge about Processes and...


.... share your Assets and Information

© 2012 IBM Corporation http://flickr.com/photos/14165582@N05/2517127993/

It's about finding not about searching

© 2012 IBM Corporation http://farm4.static.flickr.com/3097/2589193050_04e2f62349_b_d.jpg

IBM's Social Software in numbers
Available to more
than 420'000 of us

Over 632'519 user Profiles; 1'382'675 unique
more than 6 Mio searches per week Bookmarks

268'231 Activities, more than 3.5 More th 4 Mio
M than
Instant Messages per
Mio entries and 82'000 visitors* day

25'555 Blogs are used by 90'821 online Communities with
99'000 visitors*
i it * more than 257'000 visitors*
h i i *

61'321 Wikis with 94'000 visitors* per month
299'000 visitors* share 613'807 Files

© 2012 IBM Corporation * visitors for March 2012

Top-down Support and Engagement !


Ideation Blogs, collection of Ideas


Communities of Experts and Interest


Rules for a Social Software Acoption

1.
1 Users must TRUST the solution to INVEST in using it
2. Understand initial USE CASES and explain WHY users
should use it
3. Provide LEADERSHIP through HIGH PROFILE users
4.
4 Recruit a CHAMPIONS Community and ENABLE &
SUPPORT them
5. Analyse, survey, assess,
5 Analyse survey assess review - and TAKE ACTION


Top Reasons why Social Projects Fail
"...over 70% of IT-dominated social media initiatives will fail, while only 50% of business-led
initiatives will fail."
- Gartner Reveals Five Social Software Predictions for 2010 and Beyond, http://www.gartner.com/it/page.jsp?id=1293114
y , p g p g j p

1. No clarity about what business problem it is trying to solve
– So why should anyone invest time in it?

2. Everyone in the pilot works in the same location/same team
– So they already have well defined networks & communication channels

3. Not enough employees included in pilot
– So it can't be just the way users work but requires users to do everything twice to collaborate
with everyone

4. No clear commitment to turn the pilot into production if successful
– So users will not invest time in generating content there

5. Difficult to access the tools, with no user training or support forums
– So users stick with doing things the easy (and safe) way

6 No integration into users existing workspace/applications (e g SSO)
6. (e.g.
– So it is seen as hard to use or taking too much time - and user's don't bother

7. No clear success criteria
– So how can it succeed?


What is Success with Social Software
It’s not measured as
100% participation
p p
Major contributors account for about
15‐20% f th t t l kf *
15 20% of the total workforce*
* On average…your company may vary

To be considered a Success,
b d d
you just need to get these people to be more
productive
p
… and to get everyone else
g y
to use what they are sharing


If Social Software is so
strong today, what would be
the best Guess about the
Future?

© 2012 IBM Corporation Picture © U. Herbert / PIXELIO

The
Th fifth IT Era
E
Social Business

Social
Internet

PCs

Departmental

Mainframe
$200B b 2015
by


Inside and Outside is going to
disappear


IBMer beyond the Firewall

80,000+


The future will take advantage of data


War Room Mashup
Identifying issues is not enough. The business needs to cultivate a community of experts
who can address issues and quickly pull together a team to respond

Operational
Data
Business
Applications BI Reports

dynamically & quickly commingle
commingle,
remix & integrate customer data

Sentiment
Analysis

Social Media

Archived
Data Social Collaboration


Gatorade's Command Center


Helpful Links
Best Practices: HSBC,
HSBC 6 Tips to introduce social software
http://www.itbusiness.ca/it/client/en/home/News.asp?id=51727

Video: CEMEX Case → Introduced IBM Connections
http://www.youtube.com/watch?v=SoutqHkbP9s

White Paper: Measuring the value of social software
ftp://ftp.software.ibm.com/software/lotus/lotusweb/services/ibm_wp_measuring-social-software_june2010.pdf

White Paper: The compelling returns from IBM Connections in support of social business
http://www-01.ibm.com/software/lotus/products/connections/library.html
p p y

Best Practices: IBM Collaboration Assessment Tool
http://www-01.ibm.com/software/lotus/collaboration/assessment/

IBM Redbook: Take Your Business Relationships to the Next Level
http://www.redbooks.ibm.com/abstracts/redp4746.html?Open

Coffee Break: Short Tube videos about social business with Sandy Carter, IBM VP, Social
Business and Evangelism
http://www.youtube.com/watch?v=EneTBPnwtKI&NR=1
p y

White Paper: Becoming a Social Business: The IBM Story
https://www-304.ibm.com/dogear/click?link=2dd232f6-06f5-47dd-98e6-de1cd5d904ac

IBM Redpaper: IBM's Technololgy Adoption Program (TAP)
http://www.redbooks.ibm.com/abstracts/redp4374.html

Web Article: IBM's social computing guidelines
http://www.ibm.com/blogs/zz/en/guidelines.html

YouTube Series: The man who should have used Lotus Connections
http://www.youtube.com/watch?v=Kw2j0YOqKoo&feature=related


Tony Wehrstein IBM Switzerland Ltd.
Certified IT Specialist Vulkanstrasse 106 P.O. Box
IBM Software Group CH-8010 Zürich

Mobile +41 79 342 1856
tweh@ch.ibm.com


Legal disclaimer

© IBM Corporation 2012. All Rights Reserved.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it
is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM
shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect
of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in
this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any
y g y y y
way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.

: Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary
depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed.
Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.

: All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved Actual environmental costs and performance
achieved.
characteristics may vary by customer.

IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United
States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.

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