At Lotusphere 2012, Douglas Heintzman (Director of Strategy, IBM Collaboration Solutions) and Andrew Warzecha (VP of Strategy, IBM Solutions Group) are presenting on IBM’s social business strategy. Here’s my notes:
– Will be talking about some of the thinking within IBM about the forces that are changing the marketplace, and what IBM should do to help customers succeed. Most of the punctuations in productivity over the past 50 years have been driven by technology.
– The big changes in the industry:
– … talent as a cloud
– … digital reputation and individuals brands (the new power denominator. It used to be about the ability to limit access to information and expertise).
– … leadership by connections
– … real-time teams
– … collective intelligence
– … engaged relationships
– … IT access anywhere (IT has traditionally been focused on the 23% of the marketplace that were knowledge workers. With cloud and mobile, it creates new opportunities for non-knowledge workers.)
– (IDC, December 2011) see its report, Competing for 2020.
– Social technology is changing the way we live – huge uptake of Facebook and content sharing, more smartphones will ship than PCs in 2012, more informed consumers. As individuals, we are a lot more empowered. But in the enterprise, we have old/outdated systems.
– Social business and social media are complementary.
– … social business – organizations and business processes (accelerate business velocity, “last mile” of process improvement, improved decision making, and building cultures of innovation.
– … social media – marketing and HR (new customer interaction, increased insight, and new customer segments).
– Will see organizations changing shape rapidly – such as bringing in external parties as required.
– IBM is already working to give insight into the optimal way to staff and form teams.
– Social business is also changing the way we work:
– … monitoring and analytics for customer care and insight.
– … product and service innovation
– … optimizing the workforce – through expertise location, and talent clouds.
– … governance, risk, and compliance. You can gain tremendous insight by looking at the patterns of interaction between people.
– Value opportunity is shifting from process automation to people-centric processes. In Geoffrey Moore terms, from systems of record to systems of engagement.
– … IBM has research that shows the application of collaboration, business intelligence/analytics, and direct customer interfarce for a variety of business areas.
– … Expecting the social business market opportunity to increase from $73B in 2012 to $99 billion. Big winners are IT Services, Cnoulting, and Platform.
– three layers of value in social business:
– … 1. An iteration of collaboration and dscovory
– … 2. Insight .. driven by analytic tools
– … 3. Transformation … driven by process integration – process efficiecy, process accelation, accelerated engagement, business culture of innovation.
– … … Due to better metrics about systems (eg., IBM’s w3), it’s changed the conversation from seeking analytics to explore what it all means.
– adoption approach – for rich profiles
– … positioned college interns outside the café with a digital camera and scanner. Once the photo was taken, people were told to “keep it out and see if it’s a good photo.” It provided the impetus to go and check it out, and while they were there, people filled out more of their profiles, etc.
– … for more on adoption strategies, see my book, User Adoption Strategies (2010).
– now for the strategies:
– … there are a large number of technologies and services that need to be integrated.
– … technology plus consulting services – including envisioning, and adoption.
– … build people centric process integration. Eg., Community Insights.
– … expanding the developer communities supported – with new support for opensource CMSs, PHP, mobile, and more.
– … delivering a broad range of platform services.
– … … eg., in CRM – reuse of sales patterns, efficient expertise location, and more.
– see the next step being “Systems of People” – a new way of working.