Smarter Collaboration for a new world and the nature of work – at IBM

Smarter Collaboration
for a new world and the
nature of work – at IBM
October 2010
Byron Lawson
IBM Director – MEA Lotus
© 2009 IBM Corporation
IBM is at the forefront of managing this innovative change
through four interrelated
smarter planet imperatives…
NEW INTELLIGENCE
Data exploding and in silos
I need insight.
SMART WORK
New business and process demands
I need to work smart.
2
GREEN AND BEYOND
Limited resources
I need efficiency.
DYNAMIC
INFRASTRUCTURE
Costly and inflexible infrastructure
I need to respond faster.
© 2009 IBM Corporation
It’s time to
work smarter by working together
3
© 2009 IBM Corporation
The IBM Smart Work Journey…
In 1993 IBM began its transformation
out of necessity and continues to
transform…
4
© 2009 IBM Corporation
In 1993 IBM began our transformational journey ...
• Keeping the company together & stabilizing
business
• Bringing massive decentralization under control
(e.g., 128 CIOs to 1; 70 ad agencies to 1)
• Shift to high-value solutions
• From vertical functional
processes to common global
processes
• Move to Values-based culture
• From country to global brand P&L statements
• Move to integrated solutions
• Becoming premier globally
integrated enterprise
• Dramatic growth in services
1993
1995
1997
• Lowering center of gravity for
decision-making
1999
2001
2003
2005
2007
Phase Two
Phase One
Gerstner
Gerstner era
era (’93
(’93 thru
thru 2002)
2002)
5
Palmisano
Palmisano era
era (’03
(’03 toto
present)
present)
© 2009 IBM Corporation
IBM has the challenge of increasing productivity, collaboration
and innovation of its 400,000 employees worldwide
CEOs: Sources of new ideas and innovation
Employees (general population)
Business partners
Customers
Sales or service units
R&D (internal)
Consultants
Other
Competitors
Associations, trade groups,
conference boards
Think tanks
Academia
45% 35%
25%
15%
Internet, blogs, bulletin boards
5%
5%
15%
25%
35%
45%
Traditionalist
Training
Gen X
Gen Y
Continuous and
expected
Collaborative and
networked
Learning style
Classroom
Facilitated
Independent
Communication
style
Top down
Guarded
Hub and spoke
Collaborative
ProblemProblem-solving
Hierarchical
Horizontal
Independent
Collaborative
DecisionDecision-making
Seeks approval
Team informed
Team includes
Team decides
Get out of the way
Coach
Partner
Once per year
Weekly / daily
On demand
Uncomfortable
Unsure
Unable to work
without it
Unwise
Sets me back
Necessary
Unfathomable if not
provided
Part of my daily
routine
Leadership style
Feedback
• 170 countries
• 2000 locations
• ~ 50% remote
The hard way
Boomer
Too much and I’ll
Required to keep me
leave
Technology use
Job changing
Command and
control
No news is good
news
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.
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© 2009 IBM Corporation
Our transformation from intranet to the a dynamic, on demand
workplace also reflected these changes
Phase
Phase 1:
1: Access
Access
(The
(The Website
Website Model)
Model)
Phase
Phase 2:
2: Integration
Integration
(The
(The Audience
Audience Model)
Model)
New Hires
Managers
Phase
Phase 3.x:
3.x: On
On Demand
Demand
(The
(The Roles
Roles Model)
Model)
Benefits
Competitors
401K
Servers
Europe
Asia
Americas
Software
Developers
w3
w3
w3
w3
Technologists
Sales
w3
w3
Industry
News
Services
Sellers
Sales & Distribution
Research
The org chart online
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Marketers
Cross-enterprise platform
Company
News
Training
Customer
Data
Sense and respond enterprise
Focus: providing
Information
Focus: web-enabling
functions
Focus: real-time expertise
location
Benefit: universal
access
Benefit: separating
content from vehicle
Benefit: fluid, collaborative
decision-making
Problem: site
proliferation
Problem: competing
centers of gravity
Problems: governance and
culture
© 2009 IBM Corporation
We are addressing this challenge with a ubiquitous, integrated
workplace that facilitates workflow effectively
Transforming the workplace while transforming the workforce …
Increasing employees’
productivity
An easy to use interface
One place to go
Enabling
collaboration
1
2
Find and connect the
right people
Interact and contribute
Things work together
Find content
Find relevant content faster,
easier and personalize it
Evie Employee
Find people who know and
who can help
Give and get recognition
and reputation
3
Helping every IBMer be
an innovator
Provide a means
to share and vet
ideas on-line
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Provide a
technology to
collaboratively
innovate
Provide a means to
accelerate innovative
solutions
© 2009 IBM Corporation
… while delivering value to our business and employees
It provides the “single point of entry”
with personalized access to IBM
resources
–
80% IBM employees visit w3 at least once per day
It enables increased productivity
through role-based delivery of
resources.
–
Productivity savings estimate of $80.6 million
It reduces development and
deployment costs by encouraging reuse.
–
Every major web project potentially saves over
$200K in develop & deploy costs
It integrates content, learning,
expertise, collaboration and business
applications.
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© 2009 IBM Corporation
The benefits of Collaboration & Networking are significant
to Individuals & Organizations
Home page
Profiles
Communities
Blogs
Files
Activities
Wikis
87% of IBMers collaborating with others in
communities increase skills ?
84% access experts quicker ?
Bookmarks
74% increase their productivity ?
64% improve personal reputation ?
Source: Gina Poole - How to Use Social Softw are in IBM to Grow Your Career
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© 2009 IBM Corporation
Sametime in IBM
#1 Collaboration Tool in IBM
– 400,000 users
– 320,000 users per day
– 230,000 users during peak load
– ~12,000,000 messages per day
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1998 – IBM Acquired Databeam & Ubique
1999 – VP Buddy Pilot
2000 – Sametime 1.5
2001 – NotesBuddy, Shotgun (IBM Community Tools)
2003 – Sametime 3.0
2004 – Sametime 3.1
2005 – Sametime 6.5 Server
2006 – Sametime 7.5 Pilot (over 100,000)
2007 – Sametime 7.5.1
2008 – Sametime 8.0.1 Server
2009 – Sametime 8.0.2
2010 – Sametime 8.5.1
© 2009 IBM Corporation
IBM has a proven track record in transforming the workplace … productivity, collaboration,
innovation across the ecosystem in becoming a Globally Integrated Enterprise
• Sametime - 400,000 users largest installation of Sametime in
the world. What users are saying:
$80M Productivity increase
• 97 portals integrated
2005
60% of IBM
population Role
Enabled (e.g Sellers
Workplace,
Managers Portal,
Finance Workplace)
Sametime #1
collaboration
tool in IBM
WikiCentral
Podcasting
2007
2005
2007
Search &
Tagging
Improved
content
relevancy &
employee
satisfaction.
Estimated
$3.3M
productivity
increase
2004
Bluepages – highest
employee sat at 89%
Social Networking &
Tagging
BlogCentral
•250k tagged URLs
•75k unique tags
•50% of w3 searches end on
pages tagged by IBMers
•adopted by 100+ apps
2005
Jams drove
$50M Services
& SW Revenue
• Access via
mobile devices
• 15,000 Wikis,
217K readers,
34K IBM Authors
• 11,000 Blogs,
38K IBM Authors
ThinkPlace:
•16000+ ideas
•$574M impact
•20 Exec Challenges
2006
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© 2009 IBM Corporation
© Copyright IBM Corporation 2010
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© 2009 IBM Corporation