1. IBM Connections in Small or Medium Enterprise? Sure! Jan Valdman, DNS a.s. Michal Holoubek, oXy Online, s.r.o.

2. (Motto) 2 „As a director, you suddenly miss the straightforwardness of the old days when you were one team, one family. At that moment, we realized we were big enough to be ready for a company social network.“ Zdenek MICHÁLEK Director of Strategy and Development, CZC.cz

3. 3 Why Social Business? SOCIAL BUSINESS

4. Different-sized Companies Require Different Approach. You don’t have to be a large company to take advantage of social business, but… … you will use the social business by any other way 4

5. Example: Management Meetings Open Issues. Information, documents, discussion. Last meeting. Open issues and tasks. Meeting minutes. Decisions and tasks

6. Example: Small Project Management Tool for planning and realization of small projects One place for project documentation and communication Increase in effectivity of project management 6

7. Example: HR Communication: company  employees Communication: HR  employees Feedback: employees  company 7

8. Example: Simple Test Management Tool Test planning and management Reporting Easy, effective and cheap tool for test management. 8

9. Different-sized Companies Require Different Approach. 9 Size of organisation Size of community Activity Sharing Social network

10. Best Practice of Adoption Process 10 Top management HR Marketing Trade Technical support Customer support Business cases Testing Ad hoc working groups Pilot (8 months) Expansion (6 months) Evolution

11. Best Practice: Summary Social Business approach enables people within the company to stay in contact. Adoption has to start from the top down. The simplest solutions are often the best. Flexibility The implementation partner has to cover both technology and methodology 11

12. Best Pracctice: Tablets Top management prefer a mobile client rather than a web interface. Tablets – from e-mail reader to inteface and corporate IS. Tablets simplify the adoption of IBM Connections considerably 12

13. Greiner Growth Model and Social Business 13 Organisational Age Organisational Size Leadership Crisis Autonomy Crisis Control Crisis Staff Crisis Growh Through Creativity Growh Through Direction Growh Through Delegation Growh Through Collaboration Growh Through Coordination Activity Sharing Social Networks

14. 14 Conclusion Recommendation

15. Summary 15 It’s human nature to communicate. You can ignore social business as a trend but you will not get rid of it. The only result you might achieve is that your employees will discuss work-related issues over public social networks. „You can disagree, you can discuss it, but that‘s about all you can actually do about it.“ (J. da Cimrman)

16. Lessons Learned #1 You don’t have to be a large company to take advantage of social business. 16

17. Lessons Learned #2 Adoption depends on the size of the communities more than on the size of the company. 17

18. Lessons Learned #3 Even sophisticated solutions are made of just a few elementary types of activities and services. 18

19. Lessons Learned #4 In an SMB, the adoption must begin from the top management down. 19

20. Lessons Learned #5 Tablet is a natural client device for social employees. 20

21. Lessons Learned #6 The implementation partner plays a key role. 21

22. A Few Recommendation how to KILL the project ! 22

23. #1 It´s a software. It means it is responsible to IT department. 23

24. #2 First step – pilot and than roll-out 24

25. #3 We will install this product and put it users for testing 25

26. #4 The best way is the transfer of apllications from other company 26

27. #4 We don´t need the partner for adoption 27