Post on 01-Nov-2014
description
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“Collaborative innovation”
Joel WatermanProgram Director, Lotus Unified Communications ProductsSouth West EuropeLa Gaude, Francejoel.waterman@fr.ibm.com
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Theme's for today...
• Market Statistics ...• ...and their impact on business en strategy• Innovation: Bank of Canada• Interview: Deutsche Bank• Product demo: the integrated desktop• ...and how this helps an insurance claims processor• ...or how this helps an emergency responder• 'Social computing': your new generation of employees expect
it• Communications Enabled Business Processes• Why IBM ?••
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Communication / Collaboration
Internet Usage 1996: 48 million users 2006: 1.1 billion users 2010: 1.6 billion users ( est.)
e-Mail Mailboxes 1998: 253 million ( 1 trillion e-mails) 2006: 1.6 billion ( 22 trillion e-mails) 2010: 2.0 billion ( est.)
Corporate Instant Messages 2002: 41 million users 2010: 250 million users (est.)
S ource: IDC, 2007; IBM
In 2006, e-mail traffic from one person to another – i.e., excluding spam – accounted for 6 exabytes (or 3% ) of the digital universe
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The Digital UniverseInformation Created, Captured and Replicated
2006161 Exabytes
2010988 Exabytes
6-Fold Growth in Four Years
About 25% of the digital universe is original (pictures recorded, keystrokes in an e-mail, phone calls etc.)...while 75% is replicated (e-mails forwarded, backed up transaction records, etc.).
S ource: IDC, 2007
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How We Deal With All This Content
Information workers spend (hours per week):
14.5 hours reading & answering e-mail 13.3 hours creating documents 9.6 hours searching for information 9.5 hours analyzing information
S ource: IDC, 2007
An organization employing 1,000 knowledge workersloses $5.7 million annually just in time wasted havingto reformat information as they move between applications
Not finding the information costs the same organizationan additional $5.3 million per year
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The new edition the IBM Global CEO Study
2004Your turn!
Key Findings Revenue growth is the number
one priority Responsiveness is a new key
competence Improving internal capabilities
is a first step toward growth
456 personal CEO interviews 765 personal CEO interviews
2006Innovation
Key Findings Business model innovation
matters External collaboration is
indispensable Innovation must be
orchestrated from the top
765 personal CEO interviews
2006Innovation
Key Findings Business model innovation
matters External collaboration is
indispensable Innovation must be
orchestrated from the top
2008The Enterprise of the Future
A new cycle is launched with key findings on changes in the value chain -- from customers to global integration -- and the business model innovation necessary to respond
1130 personal CEO interviews
2008The Enterprise of the Future
A new cycle is launched with key findings on changes in the value chain -- from customers to global integration -- and the business model innovation necessary to respond
1130 personal CEO interviews
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The Virtual Workplace
58% of IT Executives consider their company to be a virtual workplace
90% of employees work in locations other than headquarters
Between 60% and 70% of employees work in different locations from their bosses
The number of virtual workers has increased by 800% over the past five years
S ource: Nemertes Research Inc.
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IBM’s CEO Survey
750 CEOs cited collaborative innovation as the most important competitive advantage they must cultivate.
IBM 2010 CIO Outlook
1. Employee driven integration2. Global collaborative innovation3. Aggressive pursuit of simplicity and hosting
Priorities:
Digital Collaboration Infrastructure
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Dealing With Technological & Cultural Change
• Technology savvy generation is entering the workforce
• The Consumer world and Enterprise world are merging
• Gaming can teach us a lot about collaboration
• Content includes much richer forms of media
• Knowledge workers can now assemble“do it yourself” applications.
• Communities are forming both inside and outside the firewall.
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Let's take a look at what a bank in Canada is doing to include consumers into their network...
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© 2007 IBM Corporation8 CFS - eAccess :: Toronto
Expert Advisor Solution is…
A self-service kiosk applications that leverage converged voice, video, and data networks in order to access product/service/operations specialists. This access to expertise is a cost efficient and effective method of ensuring that the right knowledge is available whenever and wherever customers and employees need it.
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© 2007 IBM Corporation5 CFS - eAccess :: Toronto
Kiosk Examples
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© 2007 IBM Corporation12 CFS - eAccess :: Toronto
Expert Advisor Components
Kiosk hardware
– Camera
– Speakers / hand set / head set
Kiosk Software
– Video CODEC
– Telephony software
– Collaboration tools
Hardware
– Camera
– hand set / head set
Software
– Video CODEC
– Telephony software
– Collaboration tools
Existing network
Infrastructure
Existing Call Center Infrastructure
Expert Workstation
Existing Infrastructure
– Call Manager
– Telephony network
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Changing Demographics and Work Styles
Technology is 2nd nature; more interested in peer / interest groups than organizational identity; think work should be fun and fulfilling
Tech savvy but not “native speakers”; mixed approach to collaboration, loyalty, and rewards
Traditional approach to technology, collaboration, organizational loyalty, and rewards
Critical to long-term viability and innovation
Essential source of professionals and middle managers
Hold the wisdom and intellectual capital of the organization
Growing as % of workforceShrinking as % of workforceGrowing as % of workforce
New generation(born after 1980)
Mid- career workers(Age 35 – 50)
Older workers(Age 50 +)
S ocial NetworkingE-mail Instant Messaging
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Solving Business Needs
• How can our company foster innovation, so that good ideas don't get buried?
• How do we help our employees maximize theireffectiveness, so we can get the mostout of our "human capital"?
• How do we prepare and embrace the socialtrends of today's business environment?
• How can we capture, share, and reusebest practices for our business processes?
• How can we collaborate with largercommunities both internallyand externally?
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Let's listen to what they say at Deutsche Bank...
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People Don't Work Based On The Tools....
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They Complete Business Tasks
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Therefore let's take a look at what it means when we start integrating A/V and telephony...
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Flexible access to information and expertise, the way you want to work.
Profiles,Contact
Information
Communities,Discussions
Blogs andWikis
Bookmarking
Activites/Project
Management
InstantMessaging,
Web Conferencing
E-mail,Calendar, Contacts
Scorecards,Business
Intelligence
Telephony,Video
Documents,Presentations,Spreadsheets
Collaboration In Context
CustomLOB
Applications
Electronicforms
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E-mail / calendar
Bookmarks Activities
Instant messaging
Contact Information
Seamless Access To Collaborative Capabilities
LOB Applications
DocumentSpreadsheetsPresentations
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Instant Messaging
Contact Information
Communities Activities
Give your people a tool that meets their individual needs
LOB Applications
Blogs and
Wikis
DocumentSpreadsheetsPresentations
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Let's look at an integrated insurance scenario....
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Embrace inclusiveness and extensibilityopennes
sAccess your existing systems
Customize to meet specific needs
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Mobile user (radio):–First Responder–Public Safety–Government–Health–Security–Transportation
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Surpassed 100 millionentitled users
Surpassed 100 millionentitled users
30% morecustomers in 2007
30% morecustomers in 2007
Product of the Year– UC Magazine
1/3 were Microsoft® Outlook/Exchange shops1/3 were Microsoft® Outlook/Exchange shops
Winner, 2008 North American Enterprise Product of the Year Award
– Frost & Sullivan, 2008
Winner, 2008 North American Enterprise Product of the Year Award
– Frost & Sullivan, 2008
“IBM Leads Enterprise Instant Messaging with Robust Functionality and Market Presence”
– The Forrester Wave™ Vendor Summary, Q4 2007
“IBM Leads Enterprise Instant Messaging with Robust Functionality and Market Presence”
– The Forrester Wave™ Vendor Summary, Q4 2007
#1 most used Enterprise IM solution– Osterman Research, August 2007
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Unified communications and collaboration
services Composite application and integration services
Social software for business
Collaborative content and team services
Mail, calendaring and collaborative applications
Lotus Sametime Unyte
Pixel perfect, digitally signed forms
IBM Lotus Collaboration Portfolio
Productivity tools fordocument, presentations,and spreadsheets
Symphony
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Generating Linked Value
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Your new employees expect it....
• "Up-to-date collaboration and communications tools are also essential for employers wishing to attract the best talent in the
industry. •
• The new generation entering the job market is already familiar with instant messaging and social networking tools.
•• These young professionals want to utilize the same capabilities
in their day-to-day work,"
said Pauli Nuutinen, VP, Corporate IT, Metso Corporation
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Employee Portals
Customer Facing Websites
Partner/S upplierValuenets
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• Richest portfolio of communication collaboration and content services
• Enabling collaboration in context of business processes
• Providing flexible access and perspectives
• Embracing openness, flexibility and extensibility
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Communication Enabled Business Process
CRM Finance E-commerce Insurance Transportation
Inventory HR Business Processes Technology
Communications Enablement APIs and Widgets
Telephony Interaction Services
Voice (TTS,STT)
Services
Messaging (IM,e-mail)Services
Video (i.e., Conference)
Services
WebSphere Partners
Presence & RoutingServices
Enterprise Unified Communications Network
Service Provider Network
Rat
iona
l App
licat
ion
Dev
elop
er a
nd B
usin
ess
Mod
eler
Lotus
WAS Process Portal Commerce Expeditor Competitive Platforms
Data Center
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Innovation is key to competitive advantage