New concepts for the integrated e-Workplace · • Integration through SOA • Collaboration in Context • Reach to users, devices Team Productivity • Proprietary Client/Server

© 2006 IBM Corporation

IBM Software Group

New concepts for the integrated e-WorkplaceInnovating to Improve People Productivity and Organisational Effectiveness

Stuart J. McRaeIBM Workplace, Portal & Lotus Collaboration [email protected]

IBM Software Group

© 2003 IBM Corporation2 IBM Workplace Vision © 2006 IBM Corporation

Make more people…more productive…in the context of what they do…everyday

Our mission…

IBM Lotus Collaboration

IBM Software Group


Overall Needs� Key Focus: Revenue, Profitability with

Cost Containment

� Key Challenges: Process EfficiencyMeeting Customer ExpectationsEmployee ProductivitySecurity & Privacy

Source: IBM Corporation - July 2005 (Over 1400 Surveys Worldwide)

CIO Challenges

� Aligning IT and business goals to grow revenue and contain costs

� Building responsiveness and agility into the organization through IT

� How can IT help enable people andteams to be more effective?

On the Minds of Top Executives Worldwide

IBM Software Group


Your products?Your services?

Your financial strength?Your customer base?

Your supply chain?Your management systems?

Your business model?Your history?

Your brand?Your expertise?

How will innovation matter for you?

**

*

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*

* *** *

* *

*

*

Future productivity will largely come from the way people innovate, the efficiency with which they can translate innovation into value and how

effectively people can work together to make timely well informed decisions

IBM Software Group


Innovation is about people!

� We are witnessing profound changes in the global business environment

� The Internet changes everything

� People are driven to collaborate

� People are pervasively connected to each other

� People are pervasively connected to information

� People have increasing access to expertise

� People can make increasingly time efficient well informed decisions …. all in context

IBM Software Group


Evolution of CollaborationB

usin

ess

Val

ue

1980 1990 2000

OrganisationalProductivity

• Dynamic Workplaces• Composite applications• Standards, Choice• Flexibility, Speed• Integration through SOA• Collaboration in Context• Reach to users, devices

Team Productivity

• Proprietary Client/Server• Proprietary Document Formats• Multi-year Development Cycles• Focus on Email and Documents

Personal Productivity

• Individual Productivity• Standalone Use• Focus on Authoring Tool

IBM Software Group


Collaboration Needs Have Changed - IT Architectures Have Not

Yesterday’s work environments cannot handle today’s challenges

Outdated Infrastructure Business Challenges Technical Developments

�Increased competition

�Globally dispersed workforce

�Regulatory compliance

�Security and data protection

�Increased shareholder pressure

Outdatedclient-server

paradigm

Legacy applicationscannot be reused

easily

Lack of standards inhibits integration

Integrate Legacy & Innovation

Service-OrientedArchitectures

Open standards

Portals &Managed Clients

Composite Applications

Today’s organizations are challenged as their businesses have become distributed far and wide, while their IT architectures are limited and unable to reach all those distributed parts with efficiency

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Today, many people work like this...

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We Need to Create a Simpler Dynamic WorkplaceThat enables a more adaptive work environment

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Customised to the User’s Identity and RoleA Personalised Workspace targeted to the business process context

IBM Software Group


Converging Collaborative Capabilities

portalsportals document editorsdocument editors

collaborationcollaboration

workflowworkflow

presencepresence

workspacesworkspaces

web contentweb content

documentsdocuments

web conferencesweb conferences

e-maile-mail

chatchat

wikiswikis

podcastspodcasts

blogsblogs

feedsfeeds

activitiesactivities

screen sharingscreen sharing

taskstasks

contextualcontextual

unifiedmessagingunified

messaging

VoIPVoIP

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Openness

Dynamically Delivered

Critical enabler:

– Standards based access to integration and innovatio n

Thin Clients

Mobile Clients

Rich Clients

role-based

composite applications

in context

process-driven

IBM Software Group


Evolving to Real-Time Business

PresenceEverywhere

� Any Application� Any Device� Any Place� Any Person

Real-timePlatform

� Chat� Location� Online Meetings� Voice

Advanced OrganizationalCollaboration

� Activity-Centric Computing� Social Networking� Expertise Location� Community Building

Real-time Application Solutions

� Customer service� Emergency response� Supply Chain� Financial services

Integrated Collaboration

� E-Mail� Portals� Business Processes� Enterprise Applications

� Instant messaging is becoming business-critical

� Value is being layered on top of and is extending traditional IM

� Real-time communications will be extended to become a real-time

application platform

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The world is changing

From hierarchies… to networked hierarchies

Informal Work Domain:� Virtual Teams

� Communities of Practice

� Expert Networks� Knowledge Communities

� Inside and outside the organizational

boundaries

� etc.

Formal Work Domain:

� Operations, Performance Management� Human Resource Management

� Supply Chain Management

� Geographical Divisions� Marketing

� Manufacturing

� etc.

IBM Software Group


The world is changing

From hierarchies… to networked hierarchiesExploration & Production

ExplorationsWilliams

DrillingTaylor

ProductionStock

Senior Vice President

Jones

G & GCohen

PetrophysicalCross

ProductionO’Brien

ReservoirShapiro

PaineSmith Andrews Moore

Hughes Miller

Ramirez

Bell

Cole

Hussain

Kelly

Sen

Paine

Smith

Moore

HughesMiller

Ramirez Bell

Cole

Hussain

Kelly

Sen

Cohen Jones

Cross

Taylor

Williams

Shapiro

O’Brien

Stock

Andrews

IBM Software Group


Technorati/Law Technology News, Dec 1, 2005; Comscore, Aug 8, 2005; America Online/Research Alert, Jan 6, 2006; IBM CEO Study 2006; Gartner/BusinessWeek, Nov 28, 2005; BusinessWeek,Mar 21, 2005; Gartner & Berkman Center for Internet and Society/Christian Science Monitor, Feb 16, 2006

Collaboration & co-creation

Between individuals

� A new blog gets created every second� 50 million Americans -- 30% of U.S. Internet users - - visited

blog sites in the first three months of 2005 alone � 70% of Internet users use instant messaging, and ne arly 4

in 10 send as many or more instant messages as e-ma ils

More kinds of things to

collaborate on

� Companies are recognizing that half its new product ideas will come from outside their company by 2010

� By 2010, 1 of 4 online music sales will be driven b y recommendation technology, or “taste-sharing applic ations”

Between, with & among companies,

experts, communities,

customers

� By 2009, wikis are predicted to become mainstream collaboration tools in at least half of all compani es

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Social Networking

� Social Networking builds contextual relationships and facilitatebetter knowledge sharing through transparency.

� Social Networks have diverse uses: – Information search and content filtering– Sales lead generation– Career networking– Reviews and rating– Social and personal interaction (e.g., music, dating)– … and many others

� Social Networking core principles are:– Promoting group interaction among people with common interests/goals– Content created from community members, not from a central authority– Communities are fluid, with voluntary membership– The value is in social capital

• the collective value of who we know and what we’ll do for each other

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Example: Social Bookmarking

� Employees tag and share links behind the firewall, without risk of publicly revealing trends or topics being investigated

� Easy and effective way to identify experts on topics – just follow the tag cloud

� There is a strong incentive to contribute because the payback is high – you get a lot of value from seeing other people’s bookmarks

These are Marty’s shared bookmarks; everybody in the company can see them

From here we can navigate to related people and other topics by clicking on names or tags

IBM Software Group


Deriving value from Social Networking

Who are you?Profiles: contact and organization

information

What communities do you belong to?

Groups of people with a common interest or

work objective

What are you reading? What do you find

valuable?

Social bookmarking, tagging,

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Whatever Happened to Knowledge Management?

IBM Software Group


Moving to an activities oriented paradigm

� An activity is the collection of materials, communications, and processes that emerge when people work together on a common goal

Examples:

� Driving a sales process to close

� Preparing for an important meeting

� Writing a report for a client

IBM Software Group


Need a Common Content Management Infrastructure

FormsHandling

Workflow

TeamSpaces

Activities

Web ContentManagement

DocumentLibrary

ContentManagement

Different Personalities to the User Interface

Common Repository

Mixed Object Types

Different Applications

to Users

Java Content Repository

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Emerging Alternative to Microsoft Office

� High function productivity tools• For users not requiring Office• For Linux users

� Support for the Open DocumentFormat (ODF) standard

• Approved by the International Organisation for Standardisation(ISO)

• Interoperable with Open Source “OpenOffice” editors

• Also read/write MS Office formats

� Avoid over-provisioning users• Avoid expensive licensing• Avoid client & server lock-in

� Delivered as part of Notes “Hannover”� Offer over 125 million users an

alternative to proprietary formats

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IBM Workplace Conceptual ModelA unified environment for developing, deploying and managing a simplified end user experience

TeamCollaboration Documents Workflow,

Forms Web Content Learning ProductivityTools

Collaboration & Content Services

Integration Services

WebBrowser

RichClient

MobileClient

Content Data Applications Mainframe/Legacy BusinessProcesses

Presentation Services

CompositionCompositionServicesServicesUser roles

& identities

Directory

Business Processes Context

Presence AwarenessMessaging

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Enterprise PortalsDynamically Delivered Based on Choice, Openness, Flexibility

Customers

Partners / Suppliers

EmployeesBrowser

Mobile Clients

Rich Clients

Natural, Intuitive, Adaptive User Experience

role-based

in context

process-driven

Composite application or view, that delivers services in the form of portlets , within a security rich

environment, in the context of a business process

IBM Software Group

26© 2003 IBM Corporation26 © 2006 IBM Corporation

Example: Client Side Portal

� A new breed of high function server managed clients…� Workplace Collaboration Services

� IBM Workplace Managed Client

� WebSphere� IBM Workplace Managed Client for WebSphere

� Sametime 7.5� Sametime Connect 7.5

� WebSphere Portal 6.0� WebSphere Everyplace Deployment 6.x

� Domino “Next”� “Hannover”

� Single family of clients� Built on a common

technology platform

� Creates a client sidemiddleware layer

WED 6.x

Sametime7.5

WED 6.x

Notes“Hannover”

WED 6.x

WMC“Next”

WED 6.x

WMC forWebSphere

IBM Software Group


Server Managed Client Vision

WED 6.x

Sametime7.5

WED 6.x

Notes“Hannover”

WED 6.x

WMC“Next”

WED 6.x

WMC forWebSphere

OfflinePortlets

ISV &Custom

Apps

Server Managed Client

WebSphereWebSphere

PortalWCSWSEDominoSametime

WEDServer

A single client environment for all of the user’s applications

IBM Software Group


Server Managed Client Vision

WED 6.x

Sametime7.5

WED 6.x

Notes“Hannover”

WED 6.x

WMC“Next”

WED 6.x

WMC forWebSphereOffline

Portlets

ISV &Custom

Apps

Server Managed Client

WebSphereWebSphere

PortalWCSWSEDominoSametime

WEDServer

Key attributes of a Managed Client Environment� Server provisioning of applications at the component level� Client enforcement of Administrator defined Policies� Platform independent run time environment� Standards based (Eclipse)� Multiple vendor/custom applications coexist� Composite Application support

Key attributes of a Managed Client Environment� Server provisioning of applications at the component level� Client enforcement of Administrator defined Policies� Platform independent run time environment� Standards based (Eclipse)� Multiple vendor/custom applications coexist� Composite Application support

IBM Software Group


IBM Software Group


Composite ApplicationsComponents Built with a Variety of Tools, Independe ntly Assembled …… into a Cooperative User Interface accessing Differ ent Back End Servers

Composite built with Bowstreet Factory

Collaborative applications built with Workplace Designer

Notes applications built with Domino Designer

Eclipse component built withRational RAD

E-form built withWorkplace Forms

Designer

IBM Software Group


Collaboration/Search/DiscoveryCollaboration/Search/Discovery

EnabledExperienced as part of

work

Learning ManagementSystem

Learning ManagementSystem

Course CatalogCourse Catalog

FormalTakes place separately

from work

Prescribed Prescribed Collaboration/SearchCollaboration/Search

Embedded

Transaction Workflow

Transaction Workflow

BPM

Entrenched within work

User Process Workflow

User Process Workflow

Artifacts

Timely/RelevantTimely/Relevant

Kinds of Business Learning

learning - The act, process, or experience of gaining knowledge or skill

On DemandSelf PacedClassroom

Formal Informal20 : 80

IBM Software Group


Learning in Business is changing …

Learner -centric

Content -centric

Online syllabus

Formal“classroom”

Informal“just-in-time”

Soft skill development

�Collaborative work on a problem or issue

�Coaching/mentoring

� Learner sets curriculum

� Leadership growth

Integrated contextuallearning

�Highest impact

� Immersed in job function

�Mission critical

�Focused on overall organizational development

Task-specific skills

� Learn a new skill

�Raise competency levels

� Introduce new processes

�Reduce costs/classroom commitment

�Courseware/LMS portlets inside portal

�Needs assessment/skill gap analysis

�Traditional eLearning course linked to portal

Increasing integration between learning and work

Incr

easi

ng a

mou

nt o

f lea

rner

con

trol

Source: Forrester Research April 2004

IBM Software Group


Learners will be empowered to control their learning experience

Trainer

Creator

Facilitator/ Mentor

SME/Learner

Institution

ManagersSME

Learner

Today Tomorrow

SME

Instructor

LearnerLearnerLearner

Instructor

ExternalSMEInstitution

“On the Job”

IBM Software Group


Learning Management Systems No Longer Stand Alone

Trainer

Creator

Facilitator/ Mentor

SME/Learner

Institution

ManagersSME

Learner

Instant Messaging

Web Conferencing

Team Space

Chat Room

Discussion

Activities

feeds blogs wikis

Embedded Learning

• Help• Forms• Activities• Workflow• Business Apps.

Physical Classrooms

Virtual Classroom

Self Paced

VoIP Telephony

Assessments

Skills Tracking

“On the Job”

Continuous Learning

ContentProvidor

IBM Software Group


Trends in Collaboration

Software must optimize IT resources, not make them obsoleteSolutions should leverage and integrate your investments, skills and applications

Easy administration saves time and moneyCentralized management makes costly upgrade cycles a thing of the past

Simplified access to the right information drives p roductivityPersonalized anytime, anywhere, any device access provides 24x7 continuity

Technology advancement is driven by customer needsService-oriented architectures allow for major advances in the front-end of computing

Advances in collaboration will continueActivity-centric computing and contextual collaboration are the next wave

IBM Software Group

36© 2003 IBM Corporation36 © 2006 IBM Corporation

The Business Value of Collaboration

Improve ProductivitySimplify and integrate the end-user experience 1

Reduce CostsCentralize management of entire end-user environment2

Increase Business AgilityStreamline development & delivery of applications3

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