CIO Challenges Educators to Stay Relevant

Posted on March 7, 2012 by Paul

Wichita State University CIO Dr. Ravi Pendse last month issued a provocative challenge to educators to rethink their tools and tactics if they are to remain relevant a decade from now.

Addressing a regional edition of the popular TED conference in Wichita, KS, Dr. Pendse, who is both the CIO of Wichita State University and an award-winning professor, said he chose the term “relevant” deliberately. In his view, educators who continue to rely upon lectures and chalkboards as the tools of their profession are becoming dangerously out of step with the ways in which young people learn. Educators must not only adopt the tools the students use but also adapt their curricula to the topics that interest those students.

“If the goal is to get people excited about history, shouldn’t we study the history of Google?” he asked. “Our young people are looking for complete convergence. If you can’t provide it to them, you have a problem of relevance.”

To illustrate how out-of-step some educational institutions have become with even everyday technology, Dr. Pendse asked audience members to exchange cell phones with each other. He noted the nervous rumbling the exercise created among the crowd. “It’s uncomfortable not to have those devices with you,” he said. “So why do we tell people in the schools to turn them off? We should be using them as educational tools instead.”

Facebook is ubiquitous among college students, but many higher education administrators don’t use any social networks at all. With the social network expected to surpass 1 billion members sometime this summer, “Wouldn’t a class be popular that studied the sociology of Facebook?” he asked.

Dr. Pendse acknowledged that his views aren’t universally shared, but he expressed little sympathy for educators who refuse to change. “I call them CAVE people,” he quipped. “That stands for Colleagues Against Virtually Everything.”

The analogy of the caveman may not be lost on an older generation that is falling further behind. By the age of 21, many young people today have played 10,000 hours of online games, Dr. Pendse noted. Educators may not approve of that fact, but they need to accept it and discover some of the virtues of video games, since they improve motor skills and concentration, that’s why so many people get the best hardware for their games, like processors from this amd fx 6300 review so they can play games as Overwatch using different OW Guides.

For example, “They require creativity. They even have built-in assessment tools; you can’t go to level 15 without completing level 14. And young people are collaborating across the world to figure out how to get to that next level.”

If educators are to get to the next level themselves, they need to put down the chalk and pick up the mouse. “Technology will never replace teachers,”’ he said, “but we can use technology to help a much greater number of students learn from each other.”

You can see Dr. Pendse’s 23-minute presentation below.

ComScore Data Illustrates But Also Obfuscates

Posted on March 1, 2012 by Paul

This graphic, which appeared in The Wall Street Journal on Tuesday, says a whole lot about Facebook’s success and Google+‘s struggles, but it’s an incomplete picture of the true value of social networks. Here are some thoughts on what the numbers indicate and what they hide.

The Journal piece was mainly intended to dramatize how badly Google+ is performing in the market despite Google’s huge search footprint. It does that very well.

“New data from research firm ComScore Inc. shows that Google+ users are signing up—but then not doing much there,” the Journal writes. Yup. That about sums up my experience. I organized some friends into circles, created a couple of pages and then sat there wondering how this was any different than Facebook.

I don’t know how Google can spin these numbers as positive. A spokesman quoted in the story protests that Google+ is simply a social networking layer on top of other services. That’s pretty lame, considering that YouTube has had its own social networking layer for years and that the previous social layer on top of Gmail – Google Buzz – went nowhere. A public flogging in the Journal can be the first step off a cliff for a company or technology struggling to make it, and this is going to hit Google+ pretty hard.

There are a couple of areas in which the ComScore numbers mislead, however. The low numbers for LinkedIn and Twitter look surprising, particularly when compared to Facebook, Pinterest and Tumblr, but keep in mind that Twitter and LinkedIn are professional networks that are optimized for efficiency. Many LinkedIn members choose to receive messages as e-mails and only visit the site when necessary. I personally don’t spend much time on LinkedIn.com, but I get far more business value from it than I do any other social network.

The low number for Twitter is so misleading that it should be asterisked. For one thing, ComScore doesn’t measure mobile traffic, a fact that disproportionately penalizes Twitter. Also, only about 20% of Twitter activity actually occurs on Twitter.com. Most people interact with the service through third-party clients and services that use the Twitter APIs. Twitter doesn’t host any long-form content itself (like Facebook does) or frame others’ content (like LinkedIn) Finally, the whole idea of Twitter is not to have to spend a lot of time with it.

Give credit to Facebook. It has fended off competitors by adopting new features where appropriate without trying to be all things to all people. Google+ introduced circles, so Facebook added lists. It did not, however, try to copy the more expensive concept of Google Hangouts. Better to wait and see on that. The Facebook timeline is an effective counter to Twitter, as is the recently introduced subscribe feature. Facebook Answers rained on Quora‘s parade (remember Quora?). It’ll be interesting to see what Facebook has up its sleeve to counter Pinterest.

Facebook has responded to competitors by co-opting their best features without trying to stamp them – Microsoft-like – into oblivion. It is a gracious competitor in a business not known for much grace. Given a chance to tap dance on Google+’s miserable numbers in this report, a Facebook spokesman declined. That’s classy.

Industrial Age Thinking Thwarts Potential of Internal Social Nets

Posted on February 14, 2012 by Paul

About 15 years ago the CEO of the company where I worked decided that it was important that employees should learn to use the technology they were writing about. He asked my business unit to build a computer lab that employees could use at any time to play and experiment.

A large rectangular block of space was annexed in the middle of the open office and a spacious facility was constructed with spot lighting, tinted picture windows and all the latest PCs and Macs with large color monitors, color printers, a flatbed scanner and Bose speakers. There was even a NeXT machine.

The lab was christened with fanfare and highlighted in the company newsletter. It then sat unused for two years before it was quietly torn down and converted back to practical office space.

Why did the directive from the CEO of the company go unheeded? Because it was neither supported nor enforced by the managers below him. The managers – myself included – were given no incentives to make the CEO’s vision real. None of the executives used the lab themselves. Anyone who did could be observed by the entire office, as if to advertise that they had nothing else to do. The message was clear: Using the lab was equivalent to goofing off. Needless to say, people stayed away.

Unrealized Promise

That story popped into my mind last week as I was participating in a webcast with The Conference Board about internal social networks, their promise and the significant impediments that many organizations face to adopting them.

The social networking metaphor is increasingly expanding into the enterprise as a means to encourage knowledge-sharing among employees. Last month I attended Lotusphere and heard presentations by companies like 3M, Caterpillar, TD Bank North and Cemex about their successes in using Facebook-like technology behind-the-firewall.

Their stories, however, may be the exception. Recent research by InformationWeek found that less than 40% of users of internal social networks rated their usefulness as good or excellent. McKinsey reported last fall that only about half of the companies that met their definition of fully networked enterprises were able to maintain that state over time. “It appears that it is easier to lose the benefits of social technologies than to become a more networked enterprise,” McKinsey wrote.

This is despite the fact that internal social networks offer unprecedented opportunities to unlock the knowledge capital within organizations. For example, a sales rep trying to close a deal with a German company can discover an accounting employee who speaks fluent German and leverage that person’s skill to help get the business. The marketing department can discover the manufacturing employee who has outstanding Web design skills by simply posting an inquiry to the network. When employees can freely share knowledge and needs with each other, knowledge tends to bubble up in unexpected places.

Unfortunately, social networks challenge entrenched political boundaries and threaten the managers whose support is needed to make them work. They’re also incompatible with conventional organizational structures, which actually work against information sharing.

Factory Thought

Most businesses are still built upon management structures that were conceived during the Industrial Revolution to optimize operational efficiency. Job descriptions, reporting structures, departments and business units were all needed to ensure that organizations produced the necessary goods on schedule and that each participant in the process was accountable. These structures have become a burden today as challenges have shifted from process management to knowledge management.

In most companies managers are rewarded based upon the output of their group. Incentives to share resources are few; in fact, such behavior is more likely to be penalized than celebrated. The accounting manager has no reason to share the German-speaking employee with the sales rep because gains nothing from doing so and others in the department have to pick up the slack of the absent employee.

Knowledge sharing initiatives don’t work if the organization doesn’t change. Executive vision must be supported by line managers who have goals and incentives that encourage them to share their treasured resources.

Getting started isn’t that difficult. Spot bonuses, recognition in company awards programs and articles in the company newsletter can highlight desired behaviors at little cost. However, to really optimize knowledge sharing within an organization, executives need to think bigger. They need to institutionalize practices that encourage the smooth flow of information and skills across the workplace. They need to rethink the knee-jerk approach to departmentalizing everything and rewarding line managers solely on the basis of departmental performance. They need to let teams form fluidly without penalizing people who wish to contribute outside the confines of their job description. They need to let people experiment and play without fear of recrimination.

The reward is a smarter business with happier employees who are engaged in work they love. That’s a concept the architects of the Industrial Revolution never even imagined.

Five Facebook Tips for Small Businesses

Posted on January 25, 2012 by Paul

Most small businesses are terrible at marketing in general and online marketing in particular. That’s understandable: The founders are usually more passionate about what they do than about promoting themselves.

But with Facebook becoming the place you just have to be for businesses of all sizes, a little marketing know-how comes in handy. I recently spoke to Mark Schmulen, general manager of social media at the small-business-focused e-mail service provider Constant Contact about how to go beyond the Facebook wall and make the social network a practical and measurable small business marketing platform.

“When we look at what platforms our small business customers are using for social media marketing, 94% of them are on Facebook,” Schmulen said. However, “Most small businesses are doing Facebook without knowing why they’re doing it.”

That’s the herd mentality at work. While it’s pretty easy to create a Facebook page, the task of convincing visitors to create persistent relationships through the “Like” button and to engage in conversation requires different skills. Forrester Research has estimated fewer than 15% of people who click a Like button ever visit the page again. Getting that repeat traffic is the special sauce of Facebook success.

Here are five tips that Schmulen recommends:

Tip #1: Know what your goals are. Sounds simple but it ain’t necessarily so. Depending on the business, goals might range from generating orders to attracting subscribers to building thought leadership. Whatever your goal, you need an offer to match.

Archway Cookies and Fortune Cookies are both focused on trials, the first through coupons and the second via a contest. Vindale Research isn’t in the food business, though; it wants to recruit people who are interested in getting paid to take surveys.

Each company matches its offer to its goal, whether it’s a free trial, information or downloadable assets like ringtones. Offers should always include a clear call to action, and you can use rotating FBML (Facebook Markup Language) pages to test different offers. If you lead with your wall, you’re missing an opportunity.

Tip #2: Make your offer shareable. There’s a Facebook phenomenon called the “power of 130.” The average Facebook member has 130 friends and the fastest way to spread a message is through social sharing. Facebook automatically offers members the opportunity to share a Like, but the real creativity comes when you can convince people to share some kind of unique content or offer you provide.

For example, Intrepid Travel invites visitors to play a trivia game and share results with friends. Players can also sign up to visit the exotic places highlighted in the game. Each answer to the quiz is shareable, as is the final score.

Tip #3: Keep it simple. Intel’s Facebook welcome page features product promotions, a gateway to its international pages, jobs, discounts and even a Twitter feed. Intel can get away with all that because it’s Intel, but for most small businesses, less is more, Schmulen recommends. He favors an approach like that of Fitness magazine, which rewards new fans with “our all-time favorite abs workout!” Fitness has a variety of other offers on its Facebook presence, but it leads with the simplest one.

That doesn’t mean you can’t have multiple offers, but give each one its own page and rotate them through different promotions. It’s easier to test results that way, too.

Tip #4: Promote everywhere. “’Field of Dreams’ was a horrible move for people who are learning about marketing,” Schmulen says. “Just because you build it doesn’t mean people will come. When you create a campaign, share it across all your social networks and e-mails. Use every channel you have.” I couldn’t have said it better.

Tip #5: Measure. Surveys, A/B tests, website analytics and marketing automation are essential tools for professional marketers, but you don’t have to be a statistician to understand whether or not your campaigns are working. Facebook’s built-in analytics give you a pretty good idea of what’s sparking conversation on your page. Take the 10-minute tour and learn what they mean. PageLever is one of the first independent Facebook measurement tools, and I expect there will be more. You can also use free and simple utilities like Bit.ly and Google URL Builder to track the popularity of links you post on Facebook. Most commercial e-mail services also offer pretty good metrics to show which messages are resonating.

Schmulen ticks off some factors to consider: “How many people visit the landing page? How many participate in the offer? How many share the offer? If people visit the page but don’t take the offer, it isn’t compelling enough. If they accept the offer but don’t share it, it isn’t distinctive enough. A great campaign gets people to connect, accept your offer and share it with their friends.”

Getting people to Like you is just the beginning, of course. A really effective Facebook presence is an ongoing conversation with lots of questions, challenges and responses. For inspiration, you could do worse than look at Constant Contact’s Facebook wall, where the company constantly seeks input on everything from new product ideas to the choice of band at a celebration party.

This is one in a series of posts sponsored by IBM Midsize Business that explore people and technologies that enable midsize companies to innovate. In some cases, the topics are requested by IBM; however, the words and opinions are entirely my own.

Live Blog: 3M Unites Global Workforce With Technology

Posted on January 17, 2012 by Paul

When it comes to innovation, everyone wants to know what the leaders are doing, and you won’t find many firms with a better innovation track record than Minnesota Mining & Manufacturing (3M). At Lotusphere today, two representatives to 3M outlined some ways the company is using collaboration platforms to improve access to expertise and information across the far-flung company, which has people in more than 60 countries.

3M’s track record of innovation is legendary, but globalization has presented new challenges. “We’re a century-old company founded on the principles of collaboration, but now we’re worldwide, said Jeff Berg (left), IT eBusiness Architecture and Development Manager.

Internet-based tools have been embraced across the company to compensate for the loss of physical proximity. 3M engineers have adopted a microblogging platform called Socialcast behind the firewall to tie together 800 members across 30 channels. The tool is enabling point questions to be answered quickly.

A sampling:

“I need information on 3M Japan products (name withheld) and what are the Eurpean substitutes?”
“Does somebody know whether (unnamed competitor’s product) is approved at (unnamed customer)?”
“Anybody have a good print anchorage test for films or a test apparatus that performs a wiping motion repeatedly?”

These questions were all answered in minutes, said Michael Lynch (right), Manager of IT Advanced Personal & Workgroup Solutions. People have gravitated to Socialcast “because of the speed and light touch.”

Not all problems lend themselves to brief answers, though. 3M has also experimented with more ambitious projects involving live seminars, group brainstorms and even contests.

One division launched a contest seeking 50 unique prototypes that contained 3M technology. The deadline was six weeks. The group held live live webcasts and chats to explain the event and succeeded in getting 45 prototypes from across the U.S. 3M filed seven patents on the work that resulted.

The research & development organization has used IBM Connections to take a long-standing technical conference online. The Virtual Technical Information Exchange (VTIE) renders in cyberspace what used to be done with speeches, posters and conference calls.

Last year the event went virtual with IBM Connections, drawing 10,000 participants from around the world who contributed to 140 presentation threads with nearly 1,000 posts and comments. “This was supposed to be a two-week event when it started last summer,” Lynch said. “It’s still running.” The time-shifted conversation has drawn significantly more participation from overseas employees, he added. Presentations are recorded and posted as audio files, which participants can follow up in forums.

Time to Market

Online collaboration is also being used in non-technical functions. A private community of about 200 consumer-focused field sales reps and service engineers now post monthly blog-like summaries of field activity reports, customer wins and innovative marketing ideas. “Not only does this helps us understand what problems need solving in the field, but it helps the headquarters team feel more connected with customers,” Berg said.

For 3M’s largest customers, account managers can now connect with each other to seek innovative solutions. Berg cited one customer in the hospitality industry that needed a noise-mitigation solution that couldn’t be addressed by 3M’s Thinsulate or Bumpon products. A Connections search found just the thing in a completely unrelated industry.

From the Top

Collaboration tools aren’t just for peer connections. Executive managers recently found them useful when communicating with employees about disruptions that would stem from a major renovation of the company’s Minneapolis headquarters.

“Temperatures in Minneapolis can drop to 20 below in winter, so the need to force people outside during renovations was a concern,” Lynch said. “The decision to use https://www.hopkinsandporter.com/ for the renovation plans to employees was controversial at first because news has always been top-down.” A wiki devoted to the project proved to be just the ticket, however. “It’s become the most popular internal social site in the company” with 340,000 page views and more than 200 comments, Lynch said. “We’ve been able to listen to discussions, manage objections and actually get great ideas.”

And when it’s 20 below, the creative juices really get flowing.

Live Blog: Day 2 Kickoff Strikes Transformation Theme

Posted on January 17, 2012 by Paul

Day Two of Lotusphere kicked off with a celebration of business transformation enabled by collaboration technology. Representatives from TD Bank Group and the author of a hot new book told stories of businesses that are rethinking the way business is done.

TD has grown to become North America’s sixth largest bank through acquisitions and a focus on listening to customers. A new social media team listens and responds to blogs, Facebook posts and tweets, the process “learning to be a better bank,” said Wendy Arnott (right, @Wendy_Arnott), VP for Social Media and Digital Communications.

The company has also transformed its internal communications using social networking technologies anchored by IBM Connections. Arnott ticked off the three key imperatives as aligning with core values, delivering real value and facing risks head on. To that end, the bank is endeavoring to involve employees in critical decisions.

Acknowledging the technical orientation of the Lotusphere audience, IBM also brought out TD’s CIO, Glenda Crisp (left, @GlendaCrisp) to talk about the importance of the IT-business partnership. Crisp said traditional project management was complemented by a collaboration steering committee that addressed issues like adoption barriers as well as technical problems like SharePoint integration.

The committed deemed it critical to make the shift to a shared platform as transparent as possible Single sign-on simplified access to Connections and Google search appliances were brought in to make enterprise-wide search seamless. Interviews with users also surface the importance of supporting mobile users of the bank’s dominant BlackBerry platform. “We made that a key factor in our selection criteria,” Crisp said.

The result of this active employee involvement was an adoption rate that exceeded expectations by a factor of seven. More than 50,000 users in Canada are up and running, and US deployment is expected to grow from 3,000 to more than 25,000 in less than a month.

Arnott ticked off success criteria:

Get executive leadership sponsorship.
Put a dedicated organization in place to oversee deployment.
Deal with resistance by “getting into weeds with business teams and helping them discover how social will help them address business challenges.”
Get employees involved on a volunteer basis and make sure their ideas count.

IBM next brought out Fast Company editor Bill Taylor (@practicallyrad) to address the need for business transformation. Taylor, whose new book is Practically Radical, asserted that in this age of commoditization, “The only way to stand out from the crowd is to stand for something special. Winning organizations today stand for new ideas,” he said. “The middle of the road has become the road to nowhere.”

Taylor talked about the radical innovation embodied in the Henry Ford Health System in Detroit, which broke the mold when it built a new hospital in West Bloomfield, MI three years ago. Executives at the health care provider realized “they knew everything about surgery and pharmacology, but they knew nothing about what it took to make people feel right.”

Henry Ford Health recruited consultants from the hospitality and restaurant industries and conceived of a 160-acre facility that looks more like a resort (left) than a hospital. They created a file of more than 2,000 original healthy recipes that are in such demand that the hospital now books $1 million annually in catering revenues.

The result is “a business home run because the approach from day one was so unconventional,” Taylor said.

Taylor also sang the praises of USAA, an insurance company that solely serves military customers. The 10-week employee orientation process there is more like a boot camp than a training course, he said. New recruits wear 65-lb. backpacks to simulate the working conditions of a infantry soldier and eat military rations. “They want to immerse their people in are the lives and experiences of their customers, which creates bonds not only with customers but also between employees,” he said.

Bottom line: “As you think about making your business more memorable, also think about how you make it more social.”

Live Blog: How to Make Collaboration Cook

Posted on January 16, 2012 by Paul

When building a collaborative workplace, a “build it and they will come” attitude is a recipe for disappointment. Effective deployment strategies demand a mix of promotion, training and tolerance of the adoption strategies that employees choose.

Speakers at Lotusphere today offered tips on rolling out collaboration platforms to employees who aren’t accustomed to the concept. The start with knowing what you want to accomplish.

At BASF Chemical, a €100 billion European chemical supplier with 109,000 employees, the goals were three fold: Encourage networking, share knowledge and improve collaboration across the far-flung organization, said Dr. CheeChin Liew (right, @twiliew), Enterprise Community Manager. The company already had a mix of stand-alone blogs, forums and wikis that had sprung up to address specific problems, but there was no integration between them. BASF Chemical wanted to see two-thirds of those silos move to a shared service within a year.

Don’t talk platforms to the users, Liew cautioned. Speak in terms that make business sense. Community managers made it a point to emphasize the value of sharing, whether through blogs, forum posts or just bookmarks. “Once people start sharing, they want to go to the next level, like file-sharing or managing a wiki. Once they connect through sharing, others will imitate them,” he said.

BASF Chemical set up webinars, learning events, demonstrations and consulting services to move people onto the new platform at their own pace. Pariticipation should be voluntary and motivated by perception of value, he said. “You want people inviting others to join the community.”

As participation grew, BASF Chemical kept the momentum growing through a demo-oriented road show, presentations by guest speakers and community exchanges. Half-day sessions built in lunch gatherings so that employees would network with each other. Informal networking is important, Liew said, and don’t start the session with lunch. Make it part of the organic learning process.

Best practices are recognized through online nomination and voting in which people recognize the accomplishments of their peers. This crowdsourcing component is an important part of nurturing the image that the network is owned by the employees and not mandate by management, Liew said.

BASF Chemical’s approach hit the mark, with participation growing from 1,000 people in the pilot phase to 28,500 after 18 months. More than one-third of new member signed up because of peer recommendations. Equally important: Most new participants moved over from existing networks, seeking to broaden their range of connections. “They joined the community to move beyond the silos,” he said.

The collaboration network now supports over 2,300 communities, which fall into four basic categories:

Expert and professional communities are created by users to benefit the organization. They cluster around topics of professional expertise.
Personal networks are formed by users for other users and generally relate to non-professional topics.
Initiative and service communities are built by the organization for users and usually concern topics that the company wants to communicate to employees.
Projects and working teams are formed by the organization for the organization and typically have a project management component

Community organizers are allowed to set their own access controls. More than half of the communities restrict membership in some way, about 15% are completely open and 30% are moderated. Don’t set rules about how open a community should be, Liew cautioned. People will choose the path that works for them. Organizations should also be prepared for a certain amount of non-work-related conversation. That’s perfectly all right if it attracts others to come on board.

Finally, it’s important to be sure you have the means to highlight success stories. Liew told of one product manager who spotted a post on the company’s Facebook page that he couldn’t decipher: “Holi hay ghar me mat bhetto.”

Google Translate couldn’t figure it out, so the product manager put the question on the network. Within 13 minutes he learned from another employee that the request was in Hindi and related to colors for a festival in India. The manager uploaded a video of BASF pigments and quickly got 35 likes and four positive comments. It was a small victory, but one that demonstrated the power of community intelligence.

IBM Expands Social Business Services

Posted on January 16, 2012 by Paul

Seeking accelerate its pole position as a leader in the emerging concept of “social business,” IBM introduced new programs, services and partnerships to help organizations grasp the concept and make it work for their organizations. The company is rolling out a series of technical workshops and consulting services to help customers develop a culture that fosters open collaboration and sharing among employees, clients and partners. The announcements coincide with the annual Lotusphere conference being held in Orlando this week, which features a social business theme. Read more about the specifics here.

Sandy Carter, IBM

The initiatives are the second stage in an evolution of the social business theme that began with the introduction of the the IBM Connections platform last year. “These offerings are all about how to leverage the technology to drive business outcome,” said Sandy Carter (left), IBM’s Vice President of Social Business Evangelism. “It’s about what engagement strategies to user and how to turn social business into money.”

The offerings are also part of an IBM drive to sell its services at a higher level. The linchpin of the program is strategic consulting from IBM Global Business Services that focuses on how to restructure organizations about seamless collaboration and information discovering. This morning’s Lotusphere opening session repeatedly hammered on the theme of organizational transformation. “Five years from now, the people who win will be talking about a completely new way of doing business, one with new platforms, cultures, skills and insights,” said Alistair Rennie, IBM General Manager of Collaboration Solutions.

IBM is partnering with partners to deliver training and specialized consulting services. The partnerships are intended to speed delivery of services globally and also to build an ecosystem around the social business concept, IBM would clearly like to own. Dachis Group will provide a “social business adoption quickstart workshop” and Group Business Software will provide services to make Lotus Notes applications Web- and mobile-accessible.

The term “social business” has been gaining traction in the last year. Mentions of the term on the Internet grew from two million in 2010 to about 20 million in 2011, according to an informal Google search. Social business differs from social meda in that “Social media touches mainly on marketing and PR, whereas social business goes inside the organization to include the way you recruit and retain talent and how you work with your supply chain,” Carter said. “It’s not just about demand generation but incorporating social it into all aspects of your business.”

In a separate release, IBM said it is partnering with San Jose State University to “help students turn their social networking savvy into business ready skills to prepare for the jobs of the future.”

Live Blog: Lotusphere 2012 Opening Session

Posted on January 16, 2012 by Paul

Michael J. Fox kicks off as guest speaker, telling about his diagnosis with Parkinson’s Disease at the age of 29 and how it sparked his interest in the Internet. “I found out I was part of a community.” Web activism has enabled him to raise $270 million to battle Parkinson’s. Fox’s brief speech isn’t very relevant to social business, but the audience receives him well.

IBM’s Alistair Rennie kicks off the core session.There’s nothing new about social business, he says. It’s about sharing ideas and trust, having those actions persist so we can learn from them. We finally have a way to deliver those insights in a ways that they can be used at that moment.

IBM’s internal think tank, the Institute on Business Value, discovered that collective intelligence delivers three major benefits:

Discover new ideas
Leverage skills and distribute workload
Improve forecasting effectiveness

Alistair Rennie at Lotusphere 2012

There are many ways to apply these benefits, ranking from improved product design to global sales contests. “Ultimately, Social Business is a competitive differentiator.”

This is not new tools, it’s a complete reinvention of systems that form the core of how a business operates. Five years from now, the people who win will be talking about a completely new way of doing business, one with new platforms, cultures, skills and insights. “This is rethinking. It’s like Moneyball: analytics + baseball = new game.”

When you get serious about transformation, you stop thinking about tools and start thinking about platforms. It means a core platform for communications, botn internal and external, Rennie says. “I would shut off e-mail if I wasn’t running Lotus Notes.” Like many core technologies, e-mail has been abused.

The Social Business platform that IBM is building has these components:

Social networking
Content
Analytics

We need deep analytics around everything in the organization. This is what drives business change, Rennie says.

Together, these create a platform for action that transforms process and innovation.
“Social Business cannot be an IT project,” but IT must be closely involved. “If you understand the potential of social business, grab a Red Bull and a nearby nerd and get going.”

The Demos Begin

It’s impossible to describe all the screen stuff going on during the fast-paced demo portion of the program, but here are some highlights.

IBM’s Jeff Schick introduces a demo of the new Lotus social business platform, which borrows liberally from Facebook, Hootsuite and paper.li. The user interface is a Facebook/Google+-like internal social network. The news feed is the core experience with e-mail and calendar available through pop-up windows. Interesting evolution from traditional e-mail in-box. Lotus is effectively replacing the inbox with the social network.

Documents can be edited directly from browser. Workflow is overlaid to enable tasks to be assigned to others on a team from within the document. Those assignments go directly into a user’s activity stream.

Statistics are available about activity in any community you manage. “Do you ever wonder who are the most active members of your communities or what content is most popular? Now you have those statistics instantly.”

There’s also a cool, quick demo of a coming group video feature (technology provided via Polycom). Looks just like Google Hangouts.

The demo also shows integration with back-end content management systems so that community managers can share content such as PDFs and Word docs from within the Enterprise Content Manger directly with the community. Content can be organized by various views, including a paper.li-like custom news page and topical filtering. “This is the destination for all your work actions.”

The next demo shows IBM Docs. This is collaborative Web-based editing performed in the cloud or on premise. Social content management can unlock the content stored in every repository and enable new business processes. The new release of Notes Connections (available now) will make it easier to share content. Users can view a stream of user comments in a Twitter-like view. New Sametime integration intercepts messages and re-routes to the appropriate communication server,such as Apple messaging. Directory integration enables dial-back from a Sametime message for a voice/video call.

Business partners Polycom and Aruba Networks provided the platform integration for these features.

New mobile systems management features enable organizations to do a partial data wipe on a mobile device in order to maintain enterprise security without erasing user data.

Larry Bowden, VP, Web Experience Software, IBM shows the new IBM Customer Experience Suite. Noting that 30% of customers abandon Web pages within five seconds, he highlights the close-to-real-time analytics built on top of a scalable social network.

The IBM Customer Experience Suite is aimed at making it as easy as possible to reach mobile customers, deliver engaging experiences and apply analytics for informed decision-making. The beta of the suite is available now. This includes Portal & Community Pages, Web Content Manager and Web Experience Factory.

A demo show how a website manager can use a tablet to change a company website to deliver an optimized experience on any platform. The resulting site can resize and present content according to the capabilities of the device. This might be a click on a desktop or a swipe on a tablet. Integrated content management enables content elements such as text and video to be dragged, dropped and published. The content team can then be notified through an annotation feature that draws on the screen and shares those markups with others.

Surveys and user comments can be quickly added to content and made part of the published page. In-line analytics overlays visitor activity directly on the published page, making it simpler to identify trends. Survey/poll results can also be viewed instantly.

A social analytics demo shows data from SAP overlaid on sentiment analysis information from social monitoring tools (below). This helps a business to understand in near real-time how customers are reacting to news or a new product and how that’s reflected in sales from transaction systems.

User Presentations

Kurt De Ruwe, CIO Bayer MaterialScience

A division within the company wanted to take advantage of the knowledge and expertise distributed throughout the company’s worldwide operations. This division makes materials for the auto industry, where a 10% weight reduction yields a 5% energy consumption reduction. Bayer MaterialScience was looking for new lightweight materials.

IBM Connections was installed out of the box and made available without formal training. The first deployments were small but the software was so easy to use that it grew to several thousand users within 18 months. “By next month, over 125,000 internal users and business partners will have access to Connections.”

One of the most useful features is the tag-based user directory. Previously, employees had to find others within the organization by downloading and searching Excel spreadsheets. With the tagging function so, people can be found by expertise, location, title, division, etc. Bayer now has 54,000 profile tags in Connections, and the rapid and always-current directories is transforming the way people work together.

Collaboration in Medicine

The session features presentations from two users in medicine.

Denise Hatzidakis, CTO of Premier Healthcare Alliance said, “At Premier, being exceptional means doing what we need to do so members can remain among the top hospitals in the country. We use the power of collaboration to lead transformation to high-quality, cost-effective health care.”

“Kids are the new normal. They think nothing about connecting with people and sharing actionable information. Health care information is easy to find, but useful data is hard to find. People are treated episodically by providers who only hlave access to a limited amount of information in a short exam.”

Getting health care providers to interact social is a big challenge. Data doesn’t flow easily. Premier has to find the trigger points that stimulates action. The requires collaboration across the industry.

The U.S. is plagued by 80 million health care mistakes a year, causing $800 billion in waste. The biggest fault point is in data handoff. In our business, operating socially improves outcomes and saves lives. Connected care is becoming the new normal, enabling providers to easily share knowledge. This addresses the biggest challenge health care providers face today: improving quality while reducing cost.

Premier is building a new platform that will allow it so measure, gain insight and imnprove the health of our populations. Data and social tools will be embedded in daily work. Patients will have greater certainty they’re getting the most effective treatment possible and the platform integrates expertise from the best health care providers in the nation.

The wrap-up speech was by Dr. Jeffery Burns, Chief of the Division of Cricital Care Medicine at Children’s Hospital in Boston

“I’m convinced medicine can’t move forward without collaboration with you,” he told the audience. Dr. Burns (left) told the story of working with a team of 20 doctors and nurses to save the life of a girl stricken with a bloodstream infection. “It was shutting down her vital functions: I was anxious about whether she could survive this,” he said. After multiple interventions and many tense moments, the girl was saved. “Last Hune I spoke to her mother and she told us how the girl had just finished sixth grade,” he said. “That is the greatest reward of my work.”

Dr. Burns was able to apply the lessons he learned to helping physicians in Guatemala City save a girl there who suffered from a similar condition. The physicians used telemedicine to consult between their locations. When the doctor later met that little girl he marveled, “My God, we did this over the Internet.”

Collaboration is instinctive to today’s young people. Dr. Burns’ 15-year-old son plays video games with people in faraway locations whom he has never met with the help of services as elo boost offered from the other site of the world. “He was doing the same thing I was doing: working in teams, breaking down tasks, forming hypotheses and testing hypotheses. These are scientific skills but in a game format,” he said. The potential exists to revolutionize medicine through these techniques.

“Ten million children die every year of preventable diseases,” he said. “There aren’t enough doctors and nurses trained to take care of a critically ill child. We need a solution that works as well in resource-constrained environments as in resource-advantaged ones.”

Childrens ia building a solution in partnership with several other hospitals. It enables health care providers to access the information they need ot provide care to critically ill children from anywhere in the world. Underlying the collaboration platform is a social network that enables experts to share their wisdom with those who might need it. Participants can then interact through avatars to transfer knowledge and discuss. Expertise gleaned from one intervention is thus available to everyone on the network. The underlying platform is IBM Connections.

Unrealized Promise

Factory Thought

Time to Market

From the Top

The Demos Begin

User Presentations

Collaboration in Medicine

Other User Presentations