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Virtual collaboration at ibm aug 2010 jeanne murray

The business imperatives for virtual collaboration challenge leaders to work smarter across systems, geographies, and teams. This presentation relates these business imperatives to the actions IBM teams are taking to work successfully in virtual teams, and was delivered as a guest lecture to MBA students.

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Virtual collaboration at ibm aug 2010 jeanne murray

  1. 1. Virtual Collaboration at IBM Smart Work for a Smarter Planet Jeanne Murray Presentation for Virtual Teaming MBA Class IBM Software Group at UNC Kenan-Flagler Business School 31 August 2010 © 2009 IBM Corporation
  2. 2. Abstract Virtual teaming is the “new normal” in global workplaces. The business imperatives for virtual collaboration challenge leaders to build, sell, and add value by working smarter across systems, geographies and teams. 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. 2
  3. 3. Agenda ● Perspective: Global business leadership ● Smart Work: Doing business on a Smarter Planet ● Working virtually: How IBM works 3
  4. 4. Smart organizations are outperforming competitors Collaborative Dynamic Bring people and Adjust to rapidly information together changing business to share insights conditions and solve problems Connected Access data and insights regardless of time, distance, and organizational silos 4
  5. 5. Outperformers demonstrate dynamic capabilities, enabling quicker adjustment to changes in the market Source: IBM Institute for Business Value Survey 5
  6. 6. Outperformers are more likely to adopt collaborative practices to share ideas and generate insights Embed collaborative capabilities within processes Source: IBM Institute for Business Value Survey 6
  7. 7. Outperformers are more likely to be connected, capturing and using real-time information a Source: IBM Institute for Business Value Survey 7
  8. 8. Outperformers are three times more likely to have adopted smarter working practices Source: IBM Institute for Business Value Survey 8
  9. 9. IBM: A new world of work ● IBM is in 170 countries, with 400K+ employees worldwide ● 70+ acquisitions since 2002 ● More than 50% regularly work away from traditional IBM offices ● 73% of managers have remote employees ● 24 x 7 x 365 9
  10. 10. A global model for business Multinational International the globally integrated enterprise 10
  11. 11. Skills model positions us for growth ● Country organizations are focused on generating growth and serving clients ● Country teams leverage global scale and expertise ● In 2009, Growth Markets represented 19 percent of IBM’s geographic revenue and grew 8 points faster than Major Markets. 11
  12. 12. IBM Corporate Service Corps Developing leadership 500 IBMers 29 teams 9 countries “Leaders must be culturally aware, understand growth markets and understand the link between social responsibility, community service and business strategy” 12
  13. 13. ● Perspective: Global business today ● Smart Work: Doing Business on a Smarter Planet ● Working virtually: How IBM works 13
  14. 14. Working Smarter (video) 14
  15. 15. Business imperatives for smart work Every week, 42% of people use the wrong information to make decisions Employees spend 25% of their time just looking for information 91% of CEOs say they need to restructure the way Every week businesses their organizations work waste 5.3 hours due to inefficient processes 15
  16. 16. Smart Work for a Smarter Planet In a world of smarter work, we can make our organizations as agile as collaborative and as creative as the people within them 16
  17. 17. Getting smarter about: managing productivity Celina Insurance, a U.S. multi-line property and casualty insurance firm, uses online collaboration tools to connect its independent insurance agents and underwriters, reducing policy turnaround time from weeks to days. The Salvation Army implemented a Web-based collaboration infrastructure across 118 countries that connects volunteers, supplies and relief coordination activities. This has helped response time in emergency situations, such as terrorist attacks, flooding, and earthquakes by facilitating donations and coordinating relief efforts. Yansha, a regional Chinese retailer of upscale brands, deployed a first-of-its-kind SOA-based supply chain platform for its employees and 1,800 suppliers. With a real time performance view into their supply chain, lead times improved from 2.5 days to 4.5 hours. 17
  18. 18. Doing business on a smarter planet (video) 18
  19. 19. ● Perspective: Global business leadership ● Smart Work: Doing business on a Smarter Planet ● Working virtually: How IBM works 19
  20. 20. Collaboration is driving business value Enabling people to work smarter together Unlocking innovation through broad participation Fostering deep insightful relationships 20
  22. 22. Some people just call it the candy store 22
  23. 23. IBM culture of innovation & early adopters Research and development labs stimulate innovation, early adopters provide feedback 23
  24. 24. Impact of social collaboration at IBM IBM social software be ne fits acknowle dge d by % of surv e y re sponde nts Improved customer satisfaction 42% Increased sales 60% Increased sense of belonging 65% Improved personal reputation 65% Increased productivity 74% Reused assets 77% Shared know ledge w ith others 84% Accessed experts quicker 84% Increased skills 87% 0% 20% 40% 60% 80% 100% IBM Community of Practice Business Impact Survey; 2300 respondents 24
  25. 25. What's a friend worth? ● IBM/MIT Research study: 2600 IBM Global Business Services consultants over 2 years, 10K consulting projects ● Among the findings - – Network size is positively correlated with performance ● Each person in your email address book at work is associated with $948 dollars in annual revenue – Structural diverse networks with many holes are associated with higher performance ● Make sure your friends do not all belong to the same social groups 25
  26. 26. Employee profiles, relationships, status 26
  27. 27. Real-time collaboration, search 27
  28. 28. Sharing expertise in the network 28
  29. 29. Probing for skills and expertise 29
  30. 30. File sharing 30
  31. 31. Building networks through your work 31
  32. 32. Monitoring activity in your network 32
  33. 33. SmallBlue: Large-scale knowledge and social network analysis search engine SmallBlue Ego SmallBlue Find SmallBlue Reach Is this the ‘best’ person to approach and how? personal social network management find expertise in your SmallBlue Net extended network SmallBlue automates expertise mining and social network analysis to identify experts and the shortest paths to reach them organizational social network analysis tool 33
  34. 34. Visualizing the social network  How are company’s top healthcare experts link with each other? Who are the key bridges? Who are the social hubs? Independent experts on healthcare A cluster of healthcare experts 34
  35. 35. Collaborative web meetings 35
  36. 36. Unified telephony: connecting people ● email, instant messaging, voice over IP, document sharing, ● Call routing, availability / presence, click to call ● Faster response times ● Better decision making ● Greater productivity 36
  37. 37. Corporate policies for social computing Governance policy Culture of participation Social software adoption 37
  38. 38. Governance ● Corporate guidance – Build collaboratively with stakeholders and constituencies ● Individual responsibility – IBM Business Conduct Guidelines – IBM Social Computing Guidelines ● No anonymous Contributions – Accountability and responsibility 38
  39. 39. IBM Social Computing Guidelines ● Reasons to participate – Responsible engagement in innovation and dialogue: to learn, to contribute – IBM's brand is best represented by its people ● Rules of the road – Be professional - Business Conduct Guidelines, IBM Values – Speak for yourself, not IBM – Respect copyrights, laws, and other people – Add value 39
  40. 40. Driving social software adoption at IBM ● Worldwide program to help individuals and teams adopt social software ● Objective: achieve business value ● Focus on client-facing teams ● Implementation inside and outside the firewall 40
  41. 41. Types of adoption ● Individual – Bottoms up as well as tops down – Direct enablement (web / podcast / communications) ● Team 1400+ BlueIQ Ambassadors... – Targeted outreach to specific roles – Jumpstart consulting program ● Community – Education - usage and benefits 50 Countries – Participation in the community ...from every IBM Business Unit – Mentor “Community of Community Leaders” ● Executives – Executive “Social Computing Reverse Mentoring” 41
  42. 42. Tasks mapped to capabilities Tasks Social software capabilities Interaction around collateral Filesharing, commenting, integration with teamrooms Track engagement process (status Tagging, bookmarking, blogging, RSS updates) feeds, Activities Cataloging useful resources Tagging, bookmarking Finding expertise Profiling, tagging, adding colleagues, using the business card Communication to and from Blogs, Activities, wikis, tagging leadership Exposure (making others aware of Public communities, files, blogs, team capability) forums Meeting and task management Activities, wikis, Sametime, Web conferencing 42
  43. 43. Informal teaming ● Responses from colleagues in 10 different worldwide locations within 24 hours ● Experience in job roles ranging from Learning to Communications to Technical Leadership ● Personal advice, experience from customer engagements, links to resources from prior research in IBM ● And a request to “pass it on” 43
  44. 44. Lessons learned in virtual teaming  Virtual meetings have new norms – Preparation, attentiveness, effectiveness – “sorry, I was on mute”  Relationships are vital – Sharing is among people: make time for relationship building – Participate!  Informal interactions create serendipity – Mindful sharing and communication – Accumulated value  Expertise is visible – Contributions are observable, recordable, retrievable – Proactive leadership – Subject to network effects 44
  45. 45. Leadership in virtual teams ● 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 – Identify team norms – Virtual teams need facilitation, too ● Technology – The great enabler / the great inhibitor – Readiness levels and tools enablement – Know when to take it offline 45
  46. 46. Benefits of smart work ● 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 46
  47. 47. Virtual relationships can improve productivity and virtual teams can accelerate innovation ... when the focus is business value Social networking for business value (video) 47
  48. 48. Jeanne Murray, IBM Senior Program Manager, Social software twitter@jeanne_murray 48
  49. 49. Gartner: Five Social Software Predictions for 2010 and Beyond 1. By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20 percent of business users. 2. By 2012, over 50 percent of enterprises will use activity streams that include microblogging, but stand-alone enterprise microblogging will have less than 5 percent penetration. 3. Through 2012, over 70 percent of IT-dominated social media initiatives will fail. 4. Within five years, 70 percent of collaboration and communications applications designed on PCs will be modeled after user experience lessons from smartphone collaboration applications. 5. Through 2015, only 25 percent of enterprises will routinely utilize social network analysis to improve performance and productivity. 49