Socially synergistic enterprises 10 june m. baron

Socially Synergistic Enterprisesthe human side of the smarter planet

Balancing Internal and External Collaboration to Improve Innovation

Marcel Baron

10 June 2011

5th Annual

New Product Development Strategies

© 2011 IBM Corporation

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© 2011 IBM Corporation4

Team-Based Management

Integrated Product Development Team Relationships

Integrated Portfolio

Management Team (IPMT)

Project Development Team

(PDT)

Investment Review Board (IRB)*May not exist in specific Brand

Fu

nctio

nal M

an

ag

em

en

t

DCT/OT &

functional teams


IBM – Integrated Product Development


Integrated Product Development (IPD) Overview

Market Information

Customer Feedback

Competitor Information

Technology Trends

Current Portfolio

Integrated Portfolio Management Team (IPMT)

C

O

N

T

R

A

C

T

Develop & Qualify Launch Life-cycleConcept Plan

Project Development Team (PDT)

Concept

DCP

Plan

DCPAvailability

DCP

End-of-Life

DCP

IPMT

Sponsor

Products

Solutions

Profit

Satisfied

Customers

Project ProposalsStrategy

Marketplace insights

Opportunity

Customer Targets

Value Proposition

Messaging

IBM Marketing Approach:

1.0 Understand the

Marketplace

3.0 Plan/Manage

Offerings/

Solutions

4.0 Plan and

Manage Programs

5.0 Execute

Programs/

Measure

2.0 Develop/ Manage

Strategy &

Positioning


H3 investigation feeds H2 growth and finally H1 exploitation


EBO investment decision criteria should evaluate market, technology, business, and organization attractiveness

Organization Attractiveness (%)IBM Strategy FitEBO Strategy FitCore Competencies/SkillsTechnology Innovator CapabilityBusiness Unit Receptivity

Market Attractiveness (%)Market SizeMarket TrendsCustomer PullCompetitive PositionStrategic Control Points

Business Attractiveness (%)Business Model (Value Chain)Differential Advantage / Value PropositionValue Capture/Profit Model"Game Changer" PotentialMarket Timing

Technology Attractiveness (%)Technology MaturityTechnology TrendsStandards & ArchitecturesIntellectual PropertySolution Positioning

Source: Compilation of IBM's EBO Community of Practice ideas and practices

% weighting may be applied, if needed

Example


http://www.youtube.com/watch?v=ZgSRUOUCKeM&feature=player_detailpage

http://www.licksandbrains.com/


Innovation @ IBM

https://www.collaborationjam.com/

http://www-958.ibm.com/software/data/cognos/manyeyes/


WHERE ARE YOU IN BECOMING A SOCIAL BUSINESS ?

http://www-01.ibm.com/software/info/social_business_jam/


Socially synergistic enterprise solutions

let businesses and other organizations

combine people, data, and analytics in new

ways to achieve revenue growth, discover

opportunities, enhance customer and partner

relationships, improve resiliency and

efficiency, and achieve improved outcomes.

These solutions will be facilitated by a framework

and consumable components to effectively

integrate computation with human cognition

and action.

Socially Synergistic Enterprise Solutions: The Human Side of the Smarter Planet


Convergence of Social and Analytic Technologies Transform the Way Businesses Operate

Socially Synergistic Enterprise SolutionsNew top-line opportunities, better relationships with customers and partners,

enhanced talent pool, increased resiliency and efficiency

Data

Data aggregation

Smart filtering

Meaning extraction

Consumable analytics

Process orchestration

Stream processing

Analytics

Customer Sentiment

Unmet Needs

Talent Discovery

Reasoning and Decision Support

Crowdsensing, Crowdsourcing

Teaming, Incentives, Motivation

Society

Organizations

Teams

Individuals

Social

SocialData from and about People

PhysicalSensors & Streams

Enterprise

Business Process

Transformation


Adoption of Social Tools is Increasing Rapidly

Public

Companies plan to increase spending on social despite recessionGrowth in Adult Usage of Social Network Sites, 2005-2009

Enterprise

Fortune Global 100 Companies

Companies with ...

65%

54% 50%

33%

TwitterAccounts

FacebookFan Pages

YouTubeChannels

CorporateBlogs

Twitter Accounts

65%72% 71%

40%

67%

Total US Europe Asia LatAm

Facebook Fan Pages

54%

69%

52%40%

33%


50%59%

52%

35% 33%


YouTube Accounts

US Mobile Subscribers

Accessing Social Sites

Source:Burston-Marsteller

Jan-09 Jan-10 Change

Facebook 11,874 25,137 112%

MySpace 12,338 11,439 -7%

Twitter 1,051 4,700 347%

(Thousands)

Source:comScore MobiLens


Social Technologies Used in Point Processes

Social network-based advertising

achieved 70% ROI, outpacing

TV and Online marketing

Social computing and community forums

lower customer and partner support costs.

One question viewed 37k times, saving ~$70k.Location based social incentives

Automotive industry exploring integrating social

capabilities to enhance car experience

Sold 2.5 million kits

leveraging social and

game techniques

Integrated OfferingIntegrated Offering

Crowdsourcing new features.

Reports $3M in revenue using Twitter

to notify customers of deals

Marketing, Promotion

Crowdsourcing new product

and promotion ideas increases

customer loyalty

MarketingMarketing

Connections-based employee social

collaboration with over 500 cross-silo

communities. One generated 118 ideas

being implemented.

Internal

Promotion Support Promotion

Listening to buzz on Youtube and

Facebook led to creation of High Fructose

Corn Syrup-free Hunts Ketchup


Issue discovered in enterprise

sales and market-basket data

Losing share to a competitor in a key

market

Correlation and analysis of external

(message boards, blogs, newsfeeds,

tweets) and internal (customer calls,

sales, ad spend, KPIs, etc.) to identify root

cause

topic identification

sentiment and brand

association analysis

100000+

discussio

n forums

30,000+

news

feeds

2 billion+

blog

postingstwitter

activity

IBM DIFFERENTIATOR: Ability to integrate and analyze internal enterprise and external data.

Marketing Managers and other employees diagnose issue, develop solutions,

make go/no -go decisions. Collaborative Reasoning decision tools structure

process, populate with relevant data, support what-if predictive analyses.

Question arises on whether shelf placement has changed.

Query broadcast to supermarket field reps to crowdsource quick response,

which is automatically tabulated, comments analyzed, insights extracted and fed

back into decision space.

Customer Care and InsightTransforming how a Company Manages its Brands

Large consumer

product company


Branch office

Web

IVRCall Center

Enterprise

products

and services

Unstructured

Call logs, Transcripts

Emails, Surveys

Self Service

Agent

Structured

Customer/Product

Transaction Data

Structured

Agent Data

Customer Intelligence

Process Understanding

Dissatisfaction Drivers

Sales Drivers Agent Performance

Enterprise Contact Points Customer

Data

Analytics

Insights

Integrate and Analyze Structured and Unstructured Data

“… helped us improve our operational efficiency and customer

satisfaction. This enables us to take swift pro-active mitigation

action to improve the customer’s satisfaction and help our client

retain the customer… “

Suppiah Karuppiah, Director and Senior PE, GM Cars Account

“…given us a tremendous differentiation in the market place

to realize significant business impact. This really provides us

an edge over many of our competitors who simply don‘t have

the technology to deal with unstructured data..”

Bill Payne, VP, CRM and Industries, GPS

Research Asset: Voice of the Customer Analytics Managed Service Providing Actionable Marketing Insights

http://images.google.com/imgres?imgurl=http://www.webitusa.com/images/customer/customer_care_home.jpg&imgrefurl=http://www.webitusa.com/customer/&h=206&w=150&sz=10&tbnid=cRFHtaWsSZoJ:&tbnh=100&tbnw=72&hl=en&start=48&prev=/images?q=customer&start=40&svnum=10&hl=en&lr=&sa=N

http://www.kpf.com/Projects/IBMworldhqpic02.htm


Prototype: used at Lotusphere,

USAID WorldJam, IOD, VizWeek 2010, etc.

Current Project: Visual Backchannel Monitoring Twitter activity

Trending terms on twitter fed to

internal analytics to recognize

problem and automatically

create team for quick action


Development

Goals

1. Project needs talent

2. Determine best mode of work:

individual, team, crowdsource

3. Find best available people

and teams based on range of

organizational and personal

goals and context

skills

performance in similar projects

who has worked well with whom

personal development goals

experience

motivations and incentives

interests

organizational future needs

and development goals

Social

Analysis

Collaboration

logs

Outcome

Repositories

Skill

Modeling

Workforce Optimization Transforming how IBM Optimizes its Services Workforce

4. Orchestrate, support and

analyze tacit work

Collaborative Supply and

Demand Prediction

Developing TalentGrow employees through traditional and

collaborative learning and development

Sourcing TalentFind and acquire talent in the right place

and time to meet business objectives

Retaining TalentRetain desired talent through innovative

performance and compensation initiatives

Managing WorkforceImprove workforce productivity &

efficiency


http://b2c2d.blogspot.com/

http://www.slideshare.net/

https://apps.lotuslive.com/meetings/join?id=962-935

http://www-01.ibm.com/software/lotus/collaboration/assessment/

http://www.thecmosite.com/

Socially synergistic enterprises 10 june m. baron

Business

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