IBM Social Business strategy and directions from Gartner PCC conference 21-Sep-2011

1. Pam Chandor – Global Director, Social Business
21 September 2011
Social Business:
The Next Era of Business
© 2011 IBM Corporation

2. Traditional roles and processes across the business network are
changing
Customers
Unlimited real-time access
to ever-changing information and
expertise
Employees
Engaging externally in ways
that are outside the traditional
Partners scope of work
Acting as an
extension of the enterprise
Competitors
Entering new spaces quickly with new
models and low barriers to entry
2 © 2011 IBM Corporation

3. As a result, the enterprise itself is changing forever

Talent as a cloud

Digital reputation and individual brands

Leadership by connections

Real-time teams

Collective intelligence
3 © 2011 IBM Corporation

4. A 5th wave of IT-enabled business transformation
is emerging: Social Business
Social
Internet
PCs
Departmental
Mainframe
4 © 2011 IBM Corporation

5. Social Media vs. Social Business
Social Media Social Business
Nimble
E nga ge d
T ra ns pa re nt
Primarily marketing Encompasses
and PR organization and
business processes
5 © 2011 IBM Corporation
5

6. ...with “Social Business” Being Driven By Corporate Objectives
“We have to enhance the horizontal
communication and integrate data to remove
the barriers across silos in my company.”
Masahiko Kon, Director of Finance/IT/GA,
Sumitomo 3M Limited
“For CIOs in top-performing Expand mandate
organizations, collaboration and integration are
especially important... Advanced collaboration suites
with an array of functions — wikis, blogs, file
repositories, event calendars, discussion boards, image
and video galleries, collaboration spaces and others —
are critical enablers...”
“Internal collaboration is a must, cultural
issues have to be addressed, and knowledge
has to be shared and used”
Banking CIO in India
“CIOs are providing tools that enhance internal
communications, such as real-time message
exchange, company blogs and other types of
6 electronic and mobile collaboration.” © 2011 IBM Corporation
Source: The Essential CIO: Insights from the 2011 IBM Global

7. A foundational set of capabilities are enabling social business
Reach people where Enable people to
they live and work engage productively
in a business context
Use identities on consumer,
b2b, and corporate social
networks Develop personal insights and
collective intelligence
Communicate through the
associated channels
Monitor and analyze Integrate social
social data to discover engagement and social
new business insights intelligence into
business processes
Analyze identities, social
graphs, communication Act on new opportunities, make
channels, and social content better decisions, and optimize
processes in real time
Identify opportunities, problems,
solutions, valuations, etc. Govern and manage risk
7 © 2011 IBM Corporation

8. Social Business strategic technologies
Reach: Engage:
Social networks Engagement
applications
Identity systems
Social connectors
Communication
channels Content services
Discover: Integrate:
Social analytics Process management
Social monitoring Information integration
Optimization Governance, risk and
security solutions
Solution lifecycle
management
8 © 2011 IBM Corporation

9. Socially enabling business processes
A Social Business
Harvests insights from networks of
A Traditional Business people to create value
Knowledge silos,
Human Resources Builds trusted relationships and
ineffectiveness brand advocacy
Push marketing, control
Marketing /
Customer Experience Sell effectively, grow the business
Unclear view of customer, limited
Sales avenues Shares insights to generate
breakthrough ideas and speeds time
to market
Product & Service Linear, unclear view of
Innovation needs Strengthen controls, increase
transparency, reduce exposure
Governance, Risk &
Compliance Opaque, uncontrolled
9 © 2011 IBM Corporation

10. Socially business examples A Social Business
Connecting 20,000+ consultants to staff
new projects faster and realize startup
cost savings
Human Resources
Promoting brand identify to turn
customers into advocates and expand
your reach
Marketing
Connecting employees and
customers socially to find answers
for customers in real time
Customer
Experience Harnessing social networks that are
accelerating new product development
from 12 months to 4 months
Product & Service
Innovation
10 © 2011 IBM Corporation

11. 11

12. IBM Social Mobile
Interactive access increases adoption
100k mobile devices in use at IBM
today
•65k Smartphones and Tablets
•35k Blackberry
IBM CIO Office study:
•Mobile access increases sales
productivity by 11 hours per
opportunity!
Estimated 3 year ROI of 195%
2015 goals:
•500k users
•80% of all enterprise capabilities
accessible from mobile devices
12 © 2011 IBM Corporation
12

13. Engage through Experiences
What is an Exceptional Experience
The Usage Life Cycle Engagement
1st Time Regular Passionate
Unaware Interested Participant Participant Participant
Source: “Designing for the Social Web” by Joshua Porter
Consumption
Integrated: Consistent online and offline
Interactive: Gaming, Video Mobile, Virtual Gifting
Identifying: Personalized, knowledge of you
13 © 2011 IBM Corporation
13

14. IBM Exceptional Web Experience Strategy
User Expectations Define the Experience

People - not technology - are the
center focal point of an exceptional
experience

People – whether internal or
external users – have certain
expectations for online
experiences

Capabilities are employed as
necessary to help achieve
experiences that meet/exceed the
expectations of the intended
user(s) – many entry points
14 © 2011 IBM Corporation

15. IBM Customer Experience Suite
Reach
Cloud
Socialize + Interact
Tagging, Rating, Blogs, Wikis, Instant User
Communities Search
Commenting Forums Messaging Customization
Create Target Optimize
Web Personalization Real-time Analytics-enabled
Rich Media RIA Visualizations
Content
Device Optimization
Campaigns
Widgets & Social Search Engine Optimization
Mashups Feeds
Portlets Catalog Recommendations
A/B + Multi-variate
Foundational Services
Role, Profile, Content Globalization /
Integration Site Management Security Doc Mgt
& Segment Mgt Workflow Localization
Enterprise application Personal & Cloud, Web, REST,
15
sources Departmental ATOM, RSS, Widgets © 2011 IBM Corporation

16. The IBM Social Business Framework
Enabling exceptional experiences
 Designed to enable IBM Partners to capitalize on Social Business opportunities,
building on existing investments in technologies and skills
Solutions differentiated by...
 The ability to integrate industry-leading capabilities in business analytics,
enterprise content management, commerce, and others
 Exceptional user experiences
 Unmatched social collaboration capabilities
 An open web architecture that protects customer investments
IBM Social Business Framework
A modular and open set of capabilities that accelerate the
development of advanced Social Business solutions
16 © 2011 IBM Corporation

17. A Social Business Framework will allow the deployment of business
transformation level solutions
Entry Customer Product and Governance
Operational Workforce
Care and Service Risk and
points Insight
Efficiency
Innovation
Optimization
Compliance
Services Envision Enable Adopt Optimize
Software Social Networking Content Analytics
Process Management
Governance and Lifecycle
Systems &
Technology Workload-Optimized Systems
Open Standards
17 © 2011 IBM Corporation

18. Traditional Solutions are significantly limited
An example: Sales Force Automation
Current SFA
Solutions: Value flows
to management and
Notes
finance
Sales portal
Seller gets information
Seller inputs
to help them sell from a
data into Siebel
a large variety of
Sametime sources
BlueCat (SWG)
Cadence Tools
Management Finance view
Connections pipeline view
… but it doesn't really help sellers sell
18 © 2011 IBM Corporation

19. Social Business Solutions drive better business results
Sales force automation that helps sellers sell
Built for a mobile workforce
Context Adaptive UI – one place... in real time
Core value
flows to the
Salesforce
Shared expertise, best
Contextual Client practices, presentations,
core data sales templates and RFP
responses on demand
Coordinating Better quality data,
resources Performance analytics,
Pattern analysis
Continual sales
efficiency
improvement
analytics tools
Driving real business BI, reports Analytic
results insight
$230M+ expected benefit @IBM by Activity transparency 
Value flows to finance
2014 * and management as a
*IBM CIO office estimates $200M benefit by 2015 to freeing up
side effect
19 © 2011 IBM Corporation
sales time, up to $30M in annual cost structure savings; helping to
meet GSO $71M cost reduction challenge.

20. Social Business disrupts the Business Solution Market
Disruptors: 1. Social Networking
2. Big data/Analytics
3. Mobile
4. Cloud

Sales pattern reuse

Efficient expertise leverage CRM HCM

Create customer advocates 
Dynamic team assembly

Harnessing communities to 
Improved retention/ identification of
support sales
leadership potential

SFA

Engagement, accountability, reputation

Social CRM

Web Experiences
Social
Business
ERP
PLM

Collaborative product creation

Coordiation across a business process

Transparency across engineering

Continuous process optimization
teams

Error reduction SCM

Accelerated ideation

Flexible relationships
20 (Markets first disrupted) 
Process coordiation across a supply chain
© 2011 IBM Corporation

21. Common characteristics are emerging from those making
the most progress
Be willing to experiment
Gain business Focus on business
sponsorship outcomes
Invest in adoption Manage actively
21 © 2011 IBM Corporation

22. Social Business Adoption Advocates
22

23. Start your Social Business journey today
Next Steps:
 Assess Your Organization: Take the IBM Collaboration Assessment
 Build a Roadmap: Schedule a Social Business Agenda Workshop
Get More Information:
• Whitepaper: The Social Business, Advent of a New Age
• Whitepaper: Forrester Study: Total Economic Impact of IBM Social Collaboration
• Video: Business Value of Social Software
Get Plugged In:
• Register with the IBM Reinventing Relationships Social Media Aggregator
• Follow us on Twitter: SocBizAgenda
23 © 2011 IBM Corporation

25. Legal Disclaimer
• © IBM Corporation 2011. 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 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.
• If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:
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.
• If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete:
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 characteristics may vary by customer.
• Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus®
Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to
http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product
names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation.
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.
• If you reference Adobe® in the text, please mark the first use and include the following; otherwise delete:
Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries.
• If you reference Java™ in the text, please mark the first use and include the following; otherwise delete:
Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.
• If you reference Microsoft® and/or Windows® in the text, please mark the first use and include the following, as applicable; otherwise delete:
Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.
• If you reference Intel® and/or any of the following Intel products in the text, please mark the first use and include those that you use as follows; otherwise delete:
Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and
other countries.
• If you reference UNIX® in the text, please mark the first use and include the following; otherwise delete:
UNIX is a registered trademark of The Open Group in the United States and other countries.
• If you reference Linux® in your presentation, please mark the first use and include the following; otherwise delete:
Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both.
Other company, product, or service names may be trademarks or service marks of others.
• If the text/graphics include screenshots, no actual IBM employee names may be used (even your own), if your screenshots include fictitious company names (e.g., Renovations, Zeta
Bank, Acme)
please update and insert the following; otherwise delete:
All references to [insert fictitious company name] refer to a fictitious company and are used for illustration purposes only.