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How IBM Uses Social Media to Spur Employee Innovation
"IBM invests in creating its own social media tools. But it’s earning that back by monetizing some of those as part of the IBM product portfolio. The other part of the investment equation—employees’ time—doesn’t seem to be a concern, according to Christensen.
That’s because collaboration and knowledge make IBM what it is. And that’s a company with $12.3 billion in earnings on more than $100 billion in revenue with a 44.1% gross profit margin in 2008."
IBM Driving adoption of Lotus Connections
"If you are thinking about bringing Lotus Connections into your organization in future or have already purchased it and are planning how to manage the introduction to your user population, read on for tips about getting started."
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1) Identifying goals for the deployment; 2) Piloting the applications being rolled out; and 3) Defining an adoption strategy for the wider community.
IBM vs. Microsoft: Will the Open Web Change the Game?
"At Lotusphere this year, the contrast between IBM and Microsoft could not be more distinct.
IBM is making it clear it is banking on a strategy that embraces a loosely coupled framework - a foundation based upon principles that are often discussed in the context of the open Web. For instance, as we mentioned yesterday, xPages, HTML5 and RESTful Web services will all be tools that push forward efforts such as Project Vulcan, the next generation of Lotus Notes unveiled here at Lotusphere this week."
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BM's Web-based approach is distinctly different than the document-centric world of Sharepoint. It's this Web-oriented, open approach that may prove to be the difference for IBM. We'll have to see. Microsoft remains the major power in the enterprise. Its future is in proprietary systems. But who knows. As the cloud becomes more a part of doing business, Microsoft may continue to have the upper hand, especially if it can execute on its partnerships with third-party application providers.
Online Community Expert Interview: Rawn Shaw, IBM
"This month's Online Community Expert interview is with Rawn Shah, Practice lead with the Social Software Adoption team in IBM. He has worked in various roles as a software developer, production manager, a journalist and community program manager in his career. His current focus is on understanding and measuring business value of social computing within the enterprise. As a writer and journalist he has written or contributed to over 280 articles and 7 books, including his latest Social Networking for Business (Wharton School Press, 2010) released this January and available through Amazon and other bookstores and retailers.
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Our challenge today is more in trying to figure out ways of working across the differences in cultures and attitudes: job-role specific cultures, geographical or national cultures, and generational cultures. This is ongoing work to learn and understand and, in my view, likely something that will never end. This challenge is what keeps communities isolated, whether in the physical world or online.
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The general feeling is that social computing is now finding its way into improving the core way we do business, from everyday interactions to complex decisions.
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Lotusphere 2010: IBM Project Vulcan
"IBM Project Vulcan is not a brand-new effort. It builds on the existing capabilities, and represents the future versions of, the IBM Lotus product portfolio -- including Notes. One of its key themes is social analytics and business analytics combined and applied to industry-specific scenarios -- making collaboration more focused and relevant. The vision of Project Vulcan intends to deliver collaboration across company boundaries; make it easy to deploy the technology; and include developer-friendly services and APIs. "
IBM Study: The end of advertising as we know it
The information for this post is from an IBM global surveys of more than 2,400 consumers and 80 advertising experts … the report is titled, The end of advertising as we know it.”
Putting a Price on Social Connections
Researchers at IBM and MIT have found that certain e-mail connections and patterns at work correlate with higher revenue production
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Researchers at IBM Research and MIT's Sloan School of Management found that the average e-mail contact was worth $948 in revenue. To unearth that and other data, they used mathematical formulas to analyze the e-mail traffic, address books, and buddy lists of 2,600 IBM consultants over the course of a year.
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To be sure, not all networking yields dividends. The IBM-MIT study found that consultants with weak ties to a number of managers produced $98 per month less than average. Why? Those employees may move more slowly as they process "conflicting demands from different managers," the study's authors write. They suffer from "too many cooks in the kitchen."
E L S U A ~ A KM Blog Thinking Outside The Inbox by Luis Suarez » The Impact of Corporate Culture on Social Media (IBM’s Case Study) by Adam Christensen
"[...] here’s the main point: That culture is, in my view, the most overlooked, underestimated factor determining whether social media succeeds or fails in a company. And when corporate culture and social media are pitted against each other, social media will always fail. Always."
Do you value your social capital ?
To what extent does your company facilitate social networking between employees split by geographical or organisational distance, or with (existing or potential) clients and business partners? What's the value of this social capital to the company (i.e. the connections within and between social networks as well as connections among individuals). How does it change the nature of opportunities and constraints each person faces, and the flow-on effects to the team and company as a whole?
IBM recently published its research surrounding Beehive (an experimental internal platform designed to blur the boundaries of work and home, professional and personal, and business and fun). The report provides empirical evidence of the power of nurturing social capital in the enterprise.
IBM Social Networking Research.pdf
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And finally, the more intensely someone uses Beehive (meaning more frequent visits and stronger associations with the community on the site) the higher they report their social capital is, across all measures. They have closer bonds to their network, they have a greater willingness to contribute to the company, they have a greater interest in connecting globally, have greater access to new people, and a greater ability to access expertise."
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As with any change initiative, building the right adoption models are equally important as building the right architectural/technical models.
Usages et technologies du web 2.0 en entreprise
Timothée Mervillon a réalisé un mémoire de fin d'études pour son master de Méthodes Informatiques Appliquées à la Gestion des Entreprises (MIAGE) intitulé : "Quelle valeur ajoutée en entreprise avec les technologies et usages du web 2.0". Ce mémoire est une bonne synthèse du management de l'information et de l'utilisation des outils du web pour y parvenir. Outre le fait que ce mémoire fait une "bonne pub" à IBM, il permet surtout de mettre en valeur l'utilisation des médias sociaux en entreprise.
The services game: Will you trust a tech company to solve your business problems? | Between the Lines | ZDNet.com
Then all the IT giants will be talking about how they solve business process problems more than deliver technology.
Does “Management” Mean “Command and Control?
I read recently that IBM was abandoning the term “knowledge management” for “knowledge sharing.” According to an article on the KnowledgeBoard site (thanks to Chris Johannesson from NBC Universal for suggesting that I blog about it), Chris Cooper, knowledge sharing solutions leader at IBM Global Business Services (GBS), deems it a “philosophical repositioning.” Cooper notes, “Management suggests control: control of process and control of environment.” Another GBS knowledge specialist, Luis Suarez, notes in the same article, "Command and control corporations are no longer going to be there. People need to be freed to share what they know."
Big Blue Embraces Social Media
Over the past two years, IBM has been busily launching in-house versions of Web 2.0 hits. "We're trying to see how things that are hot elsewhere can be fit for business," says Irene Greif, an IBM Fellow who heads up Collaborative User Experience.
Innovation/Web 2.0 - The Global Human Capital Journal
their clients are struggling with adjusting to the Knowledge Economy, globalization and decreasing margins and Enterprise Adaptability prescribes collaboration and innovation to cure legendary agility gaps.
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