virtual collaboration insights from ibm march24

© 2009 IBM Corporation

IBM Software Group

Virtual Collaboration: Insights from IBM

Jeanne MurrayProgram Manager, Social Software Programs & EnablementIBM Software [email protected]

Presentation to UNC Kenan-Flagler Business School, Effective Virtual Teams (MBA 728A), Dr. Arv Malhotra

Virtual teaming is the “new normal” in global workplaces. The business imperatives for this go beyond merely a need to tap into global labor – the imperatives are in the need for businesses to build, sell, and succeed in the global economy. This presentation relates the business imperatives to the actions teams are taking to work successfully in virtual teams, and was developed as a guest lecture for an audience of MBA students.

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© 2009 IBM Corporation2 IBM Software Group

Agenda

Setting the stage: IBM’s worldwide business

Industry direction: What CEOs are saying

IBM virtual teams: How work is changing

Observations: How virtual teaming makes a difference

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The need for working smarter… supported by flexible and dynamic processes… modeled for the new way people live and work

ECONOMIC PRESSURES

Increasing strains on the global economy are galvanizing leadership to build visibility and control into their business models to mitigate risk and optimize profit.

GLOBAL COMPETITION

In a global economy, intense competitive pressure is driving more efficient markets. To stay ahead, businesses will need to build more agile models and be the first to seize golden opportunities.

THE DEMANDING CONSUMERCustomer expectations have never been higher. By figuring out exactly what people want, companies are tapping into hidden opportunities and rolling out innovative products and services.

IT INTEGRATION

Breakthrough applications like Cloud and Web 2.0 are empowering the business user, driving the convergence of business and IT, and blurring the lines between companies and their customers.

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© 2009 IBM Corporation5 IBM Software Group5

SmartWorkSmartWork

Green & Beyond Green & Beyond

New Intelligence

New Intelligence

I Need InsightI Need Insight I Need to Work Smart

I Need to Work Smart

I Need Efficiency

I Need Efficiency

Dynamic Infrastructure

Dynamic Infrastructure

“Data is exploding and it’s in silos”

“New business & process demands ”

“Our resources are limited”

“My infrastructure is inflexible and costly”

I need to respond quickly

I need to respond quickly

Making sense of the new world – Critical questions for software

taking advantage of a wealth of information

modeled for the new way people buy, live & work

As dynamic as today’s business climate

driving greater efficiencies, competing more effectively

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© 2009 IBM Corporation6

Information On Demand to unlock the business value of information for competitive advantage and establish information agenda for smarter business outcomes

Next Generation Collaborationto unlock the value in the expertise of people to

drive efficiency, deepen relationships, embrace change, and foster innovation.

Service Managementto enable innovation by reducing

operational labor, improving asset productivity and quality of service

Software Lifecycle Managementto better govern the business process of software and systems delivery, enabling innovation at lower cost

Business Process Flexibilityto develop and rapidly deploy innovative business

models with flexible, optimized processes

open IT architectural foundation

built on SOA

IBM Software Group Portfolio

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© 2009 IBM Corporation7

Gold Coast Sydney Canberra

Singapore

Perth

Yamato

IndiaBangalore

PuneHyderabadGurgaon

ChinaBeijing, Shanghai

Taiwan

Cairo

Dublin

Haifa

Canada

Rome

Paris

StainesHursley

Boeblingen

KrakowUnited StatesCalifornia

MassachusettsMinnesotaNew York

North CarolinaTexas

IBM’s Globally Integrated Team

Major R&D Locations

350,000 + IBM Employees Worldwide 30,000 + Developers 100,000 + Sales, Support & Marketing170 countries

50,000+ SW Employees Worldwide30,000+ SW Partners50+ Acquisitions since 2000

Brazil

Malaysia

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Flexible work culture

More than 40% of IBMers regularly work away from traditional IBM offices

• Work-at-Home, mobile workers, at client sites, in manufacturing settings

(and those located in traditional offices – are on the phone and in webconferences)

73% of managers have remote employees

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Transforming “Work/Life Balance” to “Work/Life Integration”

Evolving family and social structures drive employee needs, perceptions and expectations

Global workforce, continuous schedules

Ubiquitous low cost technology enables and generates work 24x7x365 from any location

Enabling the Global Enterprise

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The multigenerational workforce

Today’s workforce represents employees spanning 60 years in age

Source: “The Multi-Generational Workforce Challenge (2008)”

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Agenda





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The Enterprise of the Future is …

Globally integrated

3Hungry for change

1Disruptive by nature

4Genuine, not just generous

5Innovative beyond customer imagination

2

2008 IBM Global CEO StudyThe Enterprise of the Future

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Changes in business, technology, and global markets

www.ibm.com/enterpriseofthefuture

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CEOs are positioning their businesses to capture growth opportunities

Organizations are bombarded by change, and many are struggling to keep up. Eight out of ten CEO s see significant change ahead, and yet the gap between expected change and the ability to manage it has almost tripled since our last Global CEO Study in 2006.

CEO s view more demanding customers not as a threat, but as an opportunity to differentiate. CEO s are spending more to attract and retain increasingly prosperous, informed and socially aware customers.

Nearly all CEO s are adapting their business models — two-thirds are implementing extensive innovations. More than 40 percent are changing their enterprise models to be more collaborative.

CEO s are moving aggressively toward global business designs, deeply changing capabilities and partnering more extensively. CEO s have moved beyond the cliché of globalization, and organizations of all sizes are reconfiguring to take advantage of global integration opportunities.

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.

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Agenda





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Virtual teaming in IBM

Enabling people to work smarter together

Unlocking innovation through broad participation

Fostering deep insightful relationships

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Software development and delivery

Global, collaborative approach to iterative development

– Sharing code, designs, ideas across software development locations

– Getting it right the first time is impossible – getting it better over time is more practical

– Process is important - but so is trust, confidence, and communication

Delivering value with speed of execution

– Collect better insight into what customers need

– More successful deployments, supported by labs around the world

– “The virtual genius” – the cumulative knowledge of many

Collaboration across the industry

– Open standards, open source, community involvement

– Market input to technologies in development

– Collaboration with customers and partners

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Internal collaboration: 24x7 global project execution

Real-time communication

– Instant messaging

– Internal “Twitter”

– Web conferencing

– Virtual worlds

Information repositories

– Document creation and delivery

– Meeting scheduling and management

– Code development and delivery

Knowledge indexing

– Tagging

– Social bookmarking

– Search

Employee profiles

– Contact info, org charts

– Project experience, skills

– Networks and interests

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Communities

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Social bookmarking

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Collaboration 2.0 available

• Profile: 515k profiles on bluepages; 6.4M+ searches per week

• Communities: 1,800+ online communities w/147k members and 1M+ messages

• WikiCentral: 25K+ wikis with 320K+ unique readers

• BlogCentral: 62k users; 260k entries; 30k tags

• Dogear: 580k bookmarks; 1.4M tags; 20k users

• Activities: 50k activities, 425k entries; 80K users

• Instant Messaging: 4M+ per day

Collaboration 2.0 available

• Profile: 515k profiles on bluepages; 6.4M+ searches per week

• Communities: 1,800+ online communities w/147k members and 1M+ messages

• WikiCentral: 25K+ wikis with 320K+ unique readers

• BlogCentral: 62k users; 260k entries; 30k tags

• Dogear: 580k bookmarks; 1.4M tags; 20k users

• Activities: 50k activities, 425k entries; 80K users

• Instant Messaging: 4M+ per day

UsageUsage

• Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year

• $700K savings per month in reduced travel

• Significant reduction in phonemail, email server costs

• Search satisfaction has increased by 50% with a productivity driven savings of $4.5M per year

• $700K savings per month in reduced travel

• Significant reduction in phonemail, email server costs

Social Software in Action at IBM

Return on InvestmentReturn on Investment

Social software in action at IBMIBM Collaboration

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Internal collaboration: no travel, no F2F meetings

Annual meeting of 350 top technologists in the company

Format: Kickoff video broadcast, followed by a three-day virtual event two weeks later

72 hour world calendar of activities

– Community environment with chat (one-on-one and group)

– “miniJam”, resulting in over 2,500 posts.

– Pre-recorded senior executive webcasts

– Poster sessions and discussions in secured areas of Second Life

– Web-based video conferences and breakout sessions using web videoconferencing

IBM Academy of Technology – Virtual Annual Meeting

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Gaining value from the social network

A social network is a network of people

But it is not about the people themselves …

The value is in the relationship or tie “between” people – and the reciprocal activity of giving and receiving

The value is in the weak ties

“enterprises are looking at how they can harness the hierarchy-flattening,

information-sharing, teambuilding power of social networks” (Deloitte)

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How are people connected?

Retrieving and sharing social network data, and aggregating it across applications

Who's connected to whom, with what strength, and based on what evidence

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Finding expertise in the network

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Social paths help broaden reach

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Visualization aids understanding

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Typical IBMers

Located in Australia

Managing consultant

Found IBM mentors in Spain, the UK, New York

Located in Gran Canaria, Spain

Social computing evangelist

“Knowledge shared is power”

Located in RTP

Vice president, marketing

Leads by influence across the matrix; “sharing creates weak ties you can build on”

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External collaboration: business brainstorming

InnovationJam2008:

– Advance the vision of the CEO Study, "The Enterprise of the Future”

– Engage anyone and everyone in organizations, surfacing ideas to improve business

InnovationJam2008 – facts:

– 90-hours

– 90,000 log-ins; 32,000 posts

– 1,000 companies across 20 industries

– Jammers read through roughly 1.5 million pages

– The average Jammer read 76 pages and spent just under two hours in the Jam, returning to the Jam on average eight times

Making sense of it all: insights distilled using text-mining and analytic technologies from IBM Research

http://www.ibm.com/ibm/jam/

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External collaboration: building community

http://www.ibm.com/developerworks/spaces/cloud

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External collaboration: LotusLive for customers, partners, IBM employees

www.lotuslive.com

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External collaboration: asking customers for input

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IBM Corporate Service CorpsA growing need for new leadership required by the globally integrated enterprise

“Leaders must be culturally aware, understand growth markets and understand the link

between social responsibility, community service and business strategy” Stan Litow, IBM vice president, Corporate Citizenship & Corporate Affairs

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Agenda





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Lessons learned from virtual teaming

Virtual meetings have new norms

– Preparation, attentiveness, effectiveness

– “sorry, I was on mute”

Relationships are vital

– Sharing is among people

– Participate!

Serendipity can have purpose

– Mindful sharing and communication

– Accumulated value

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Insights gained from virtual teaming

Cultural and language differences

– Do your homework re: cultural communication

– Put it in writing

Reputation and trust

– Based on all interactions in the network

– Noise versus meaningful contributions

Expectations

– Clarity is vital: goals, roles, availability

– Team norms

Technology

– The great enabler / the great inhibitor

– Readiness levels and tools enablement

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Value from virtual teaming

Business opportunity

– Value from openness and transparency

– Surfacing skills and knowledge

Organizational effectiveness

– The best skills on the job

– Process revealed

Personal flexibility

– Work from anywhere

– Growth opportunities available

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Fostering collaboration in IBM

Identify use cases, best practices and tools – by role, by task

Make it easy to get started

– Share tools, enablement materials, best practices

Generate “buzz”

– Share the vision

– Communicate success stories

Tap key influencers as early adopters

– Grassroots evangelism

Drive change tops down, bottoms up, sideways….encourage

experimentation

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Enablement Approach

Live Sessions On-DemandSelf-paced

CommunityDriven

Integrated with Existing Tools

Create and implement training programs as well as ad-hoc support

Recruit and Enable BlueIQ Ambassadors (600+ worldwide) Reverse mentoring of senior leaders Share metrics and Success Stories Reward contributions

Create and implement training programs as well as ad-hoc support

Recruit and Enable BlueIQ Ambassadors (600+ worldwide) Reverse mentoring of senior leaders Share metrics and Success Stories Reward contributions

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The “Ladder” of Social Software Adoption

Creators

Collectors

J oiners

Inactives

Spectators

Critics

Publish a blogPublish your own Web pagesUpload video you created Upload audio/music you createdWrite articles or stories and post them

Post ratings/reviews of products/servicesComment on someone else’s blogContribute to online forumsContribute to/edit articles in a wiki

Use RSS feedsAdd “tags” to Web pages or photos“Vote” for Web sites online

Maintain profile on a social networking siteVisit social networking sites

Read blogsWatch video from other usersListen to podcastsRead online forumsRead customer ratings/reviews

None of the aboveBase: US online adultsSource: Forrester Q2 2007 Social Technographics Survey

18%

12%

44%

25%

48%

25%

Groups include peopleparticipating in at least one of the activities monthly.

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Lessons learned in enterprise social software adoption

What Works: Lead with use cases and success stories – by role, by task

Modular enablement – mix and match – lightweight and in multiple formats

Volunteer ambassadors who are motivated by passion & validation

Reward systems – formal, informal, fun

Multiple approaches to experiencing social software

– Injecting social software into existing tooling as well as using new

– Emphasizing all levels of participation (ref: Forrester Ladder)

What Does Not Work: Leading with tools discussion – instead relate to user tasks

Evangelizing without context – instead use use cases and success stories by role

Living in the echo chamber – recognize what's not “obvious” knowledge to the audience

Forgetting there's no clean slate – approach must accommodate multiplicity

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Building a smarter planet in a complex world

IBM Software…

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