Ibm social business 20140310

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Published on March 11, 2014

Author: VivaldoJoseBreternitz

Source: slideshare.net

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Palestra "Social Business", apresentada pelo executivo da IBM Flávio Mendes aos alunos da FCI/Mackenzie em 10 de março de 2014.

© 2014 IBM Corporation Social Business Afinal, o que é Social Business?

© 2014 IBM Corporation Parte 1 – Onde estamos?

© 2014 IBM Corporation A quinta era de TI: Social Business Anos 60 O Mainframe Anos 70 Mini Computadores Anos 80 Computadores Pessoais Anos 90 Redes Locais 2000 Redes Sociais Computação em Nuvem Mobilidade Big Data

© 2014 IBM Corporation 2013+ Na IBM, assistimos a transformação da Intranet em uma Intranet Social Consumo Participação

© 2014 IBM Corporation “Muitas empresas estão morrendo não porque façam coisas erradas, mas porque elas continuam fazendo a coisa certa por um tempo longo demais” Prof. Yves Doz, do Insead, França não porque façam coisas erradas continuam fazendo a coisa certa por um tempo longo demais

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation Como cada profissional investe o seu tempo? Executivo Gerente de Pessoas Transacional Knowledge Worker Assistente AdministrativoNovo funcionário Contribuidor Networker SME / Especialista Mobile Worker Tomada de decisão Knowledge Work Colaboração Processos de negócio

© 2014 IBM Corporation Influência das mídias sociais no comportamento da sociedade. Estão mudando a lógica do poder na sociedade atual. Já não se pode fazer política, por exemplo, se não se levar em conta a crescente autonomia e dinamismo da sociedade, desintermediando os meios tradicionais de comunicação. Entenda Sociologia, e não tecnologia

© 2014 IBM Corporation

© 2014 IBM Corporation Social Computing Guidelines

© 2014 IBM Corporation Parte 2 – A IBM e o mercado

© 2014 IBM Corporation O Grande Desafio: Social Business x Redes Sociais  Responda a estas simples perguntas: ► Quando você fez back-up dos seus dados do Facebook pela última vez? ► Você realmente confia na segurança do Facebook? ► Será possível (e desejável) integrar os demais sistemas de sua empresa com o Facebook? ► Qual o roadmap do Facebook? ► Como posso me planejar para os próximos anos?

© 2014 IBM Corporation O Grande Desafio: Social Business x Redes Sociais

© 2014 IBM Corporation O que nossos clientes querem?  Comunicação  Colaboração  Inovação  Integração  Mobilidade

© 2014 IBM Corporation Petrobras Conecte

© 2014 IBM Corporation 19 Comunicações Internas Recursos Humanos Tecnologia da Informação Petrobras Conecte

© 2014 IBM Corporation 20 Pessoas conectadas com objetivos similares para aumentar a criação de valor Disseminação de Conhecimento Técnico Compartilhando percepções e idéias Estimulando inovação e mudança cultural Promovendo Colaboração em processos e projetos Aumentando a visibilidade do conhecimento e dos especialistas da empresa COLLABORATION SHARING KNOWLEDGE NEW SOLUTIONS VISIBILITY TO PEOPLE Petrobras Conecte

© 2014 IBM Corporation Cemex Shift

© 2014 IBM Corporation “Generation Y” From 14 to 26 years old Teamwork, focuses on accomplishments, intense use of technology Meaningful relationships “Pre Baby Boomers” From 64 to 78 years old Effort, loyalty and traditional - value oriented Savings to build wealth “Baby Boomers” From 45 to 63 years old Focused on work, independence and competitiveness Credit to build equity “Generation X” From 27 to 44 years old Individualist, flexible, adept to the use of technology Work / Family Balance Generations coexistence to drive higher value ... The average age of CEMEX employees is 39 years old Median is between the ages of 27 & 34 (32% of personnel)

© 2014 IBM Corporation Shift enabling global Innovation Initiatives Commercial Development Construction: 21st Century Promote development & sales of new ready mix products Improve clinker factor reduction Alternative fuels & biomass Infrastructur e Projects Governme nt Relations Aggregates

© 2014 IBM Corporation 1 4 5 6 7 8 2 3 Business Networks enabled by Shift 1,311 unique participants in Global Initiatives Improve Clinker Factor Reduction (523) Alternative fuels and biomass (494) Promote Development & Sales of New RM Products (266) Construction: 21st Century (319) Infrastructure Projects (391) Value Propositions Aligned to Market Needs (188) 4,364 other unique participants Concretos & Agregados Centroamerica (288) Seguridad en las Operaciones (872) Legacy (774) CSS Budapest (192) Mexico – Administracion Comercial (219) USA – User Community Business Finance (120) USA – User Community Logistics (96) Mexico Innovation at the VP Commercial (147) 1 2 4 5 6 7 8 3 Sep, 2010Sep, 2010

© 2014 IBM Corporation 1 2 3 4 5 6 7 8 Business Networks enabled by Shift 1 2 4 5 6 7 8 3 1,663 unique participants in Global Initiatives Improve Clinker Factor Reduction (555) Alternative fuels and biomass (506) Promote Development & Sales of New RM Products (320) Construction: 21st Century (384) Infrastructure Projects (415) Value Propositions Aligned to Market Needs (237) 9,788 other unique participants SAP Mexico Community (2,319) Seguridad en las Operaciones de Cemento Mexico y SAC (905) LEGACY (883) PLAN DE COMPENSACIÓN FLEXIBLE (611) Concretos & Agregados Centroamérica (288) PLAN DE FORMACIÓN INTERNA (236) MEXICO - Administración Comercial (219) Soporte SAP Consultores Jr. (214) Dec, 2011Dec, 2011

© 2014 IBM Corporation Business Networks enabled by Shift June, 2012June, 2012 1,700 unique participants in Global Initiatives 11,000 other unique participants in +400 active communities SAP Mexico Community (2,336) Legacy Process Community at Mexico (929) Security Process at Mexico (919) SAP Support (216) CSS Budapest (196) Corporate Areas communities (+400) Compensation & performance communities (+600) Communities for Commercial at Mexico (+300) Communities for Commercial at France (+200) SAP Users communities at USA (+600) 1 2 3 4 11 2233 44 55 5 AA BB A B

© 2014 IBM Corporation Parte 3 – Na IBM

© 2014 IBM Corporation Uma visão geral da IBM Operações em 172 países $107B de faturamento em 2011 Principais segmentos de atuação • Serviços • Software • Hardware • Pesquisa • Finanças Força de trabalho composta por: Mais de 500,000 funcionários Menos de 5 anos de IBM50% 40% Trabalham remotamente + 100 anos

© 2014 IBM Corporation

© 2014 IBM Corporation Transformando a IBM em uma “aldeia global”... A funcionalidade apresentada acima é fornecida por um asset IBM e não faz parte do produto IBM Connections

© 2014 IBM Corporation Transformando a IBM em uma “aldeia global”... A funcionalidade apresentada acima é fornecida por um asset IBM e não faz parte do produto IBM Connections

© 2014 IBM Corporation Progamas de Inovação trazem valor para o negócio IBM Research First-of-a-Kind Global Technology Outlook Mobilizar e Colaborar Incubar, prototipar e validar Implementar, Levar para o mercado Idéias Academia Empregados Clientes Technology Adoption Program Parceiros

© 2014 IBM Corporation 6,046 posts 9,337 posts 32,662 posts JAMs tornaram-se parte integral da estratégia IBM WorldJam2001 ValuesJam WorldJam2004 Uma nova plataforma de colaboração para capturar melhores práticas para 10 problemas da IBM. Uma profunda exploração dos valores e crenças da IBM, na visão dos seus funcionários Um foco pragmático em soluções para crescimento, inovação e em como tornar “vivos” os valores da IBM 268,233 views 1,016,763 views 2,378,992 views 3,000,000+ views 37,000+ posts InnovationJam2006 Uma discussão aberta entre IBMistas, familiares e clientes em como combinar as tecnologias IBM para criar novos mercados

© 2014 IBM Corporation InnovationJam 2006 O maior “brainstorming” Online jamais realizado  Demonstrou o poder da colaboração em processos de inovação  Acelerou o processo de inovação e implementação de novas ofertas integradas  Participantes ► 150.000 participantes ► 104 países ► 67 clientes, parceiros e instituições acadêmicas de todo mundo ► 12.690 membros de familas de IBMistas ► 46.000 idéias

© 2014 IBM Corporation InnovationJam O maior “brainstorming” Online jamais realizado INVESTIMENTO DE U$ 100 MILHÕES EM 10 IDEIAS • Serviços de Tradução em Tempo Real • Internet 3D • Eu Digital • Inovações “Big Green” • Redes de Serviços Públicos Inteligentes • Sistema de Informação Integrado de Trânsito Pesado • Novos Serviços Bancários para a População • Sistema Eletrônico de Registro de Saúde • Mecanismos Simplificados de Negócios • Sistemas de Pagamento Inteligente de Serviços de Saúde

© 2014 IBM Corporation Linear Thinking Evolution New Features New Versions Same framework Curiosity Innovation Disruption New Products New Services New Business Models

© 2014 IBM Corporation

© 2014 IBM Corporation Parte 4 – Adoção

© 2014 IBM Corporation Reputação Online – United Airlines

© 2014 IBM Corporation Reputação Online – United Airlines

© 2014 IBM Corporation The history so far, by Wikipedia  The YouTube video was posted on July 6, 2009. The video garnered over half a million hits by July 9, million by mid-August 2009, and 10 million by February 2011.  Rob Bradford, United's managing director of customer solutions, telephoned Carroll to apologize for the foul-up and to ask if the carrier could use the video internally for training. United mentioned it hoped to learn from the incident, and to change its customer service policy as a result of the incident.  Bob Taylor, owner of Taylor Guitars, immediately offered Carroll two guitars and other props for his second video.The song hit number one on the iTunes Music Store the week following its release.  Since the incident, Carroll has been in great demand as a speaker on customer service. On one of his trips as a speaker, United Airlines lost his luggage.  In December 2009, Time magazine named "United Breaks Guitars" No. 7 on its list of the Top 10 Viral Videos of 2009.  In January 2012, Carroll and "United Breaks Guitars" were featured in the CBC/CNBC documentary Customer ( Dis)Service.  In May 2012, Carroll published a book, United Breaks Guitars: The Power of One Voice in the Age of Social Media, detailing his experiences.  In January 2013, the success of Carroll's online protest was used by the German television and news service Tagesschau to exemplify a new kind of threat facing corporations in the internet age.  Stock price effect: Within 4 days of the video being posted online, United Airline's stock price fell 10%, costing stockholders about $180 million in value.  However, other analysts have questioned whether this price drop can be directly linked to the video; they note that some other airlines (American, Continental, Delta, and Southwest) also had drops in their stock price on that date, and that United stock had been on a roller coaster all that quarter, including some days with drops greater than 10% in value. Additionally, since the video was posted on July 6, the cumulative stock price drop was only 2% (from 3.34 to 3.26). According to UAL's stock prices, the stock started the year at $11.87, but dropped to a low of $3.94 on March 6. On July 2, UAL traded at $3.31 and $4.12 on July 31, growing by 24% for the month. It traded $12.91 by Dec 31, 2009, up 390% since July 2.

© 2014 IBM Corporation Reputação Online - Fedex

© 2014 IBM Corporation Reputação Online - Fedex

© 2014 IBM Corporation Adoption Principles CREATE A New Way Of Working By Embedding Into Business Processes LAUNCH With Top And Groundswell ENGAGE To Fit Into Work Style And Culture

© 2014 IBM Corporation Top Ten Best Practices for Social Business Adoption

© 2014 IBM Corporation Flávio Mendes IBM Latin America Portal and Social Business Tiger Team Leader Rio de Janeiro - Brasil Tel 55 21 9999-9559 Email: fmendes@br.ibm.com Blog:fgfmendes.blogspot.com fmendes@br.ibm.com @fmendes fgfmendes.blogspot.com

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