Inovação no DNA Corporativo: case IBM

© 2011 IBM Corporation

Inserindo inovaInserindo inovaInserindo inovaInserindo inovaçççção ão ão ão

no DNA Corporativo:no DNA Corporativo:no DNA Corporativo:no DNA Corporativo:o caso IBMo caso IBMo caso IBMo caso IBM

Cezar TaurionExecutivo de Novas TecnologiasTechnical Evangelist

ctaurion@br.ibm.com

© 2011 IBM Corporation2 IM AR

© 2011 IBM Corporation3 IM AR

The US Patent and Trademark Office awarded IBM in 2010, for a total 5,896 patents. There are only 261 days in a typical working year, making the per-day totals for IBM : 22.6

Inovação na IBM

The top-10 receivers of patents in 2010, according to IFI Claims Patent Services:1. IBM (5896); United States2. Samsung (4551); South Korea3. Microsoft (3094); United States4. Canon (2552); Japan5. Panasonic (2482); Japan6. Toshiba (2246); Japan7. Sony (2150); Japan8. Intel (1653); United States9. LG Electronics (1490); South Korea10. HP (1480); United States

IBM e Governo Federal anunciam centro de pesquisas no Brasil08 de junho de 2010 – 19h22

�Primeiro da América do Sul.

�Tecnologias para tornar o Planeta Mais Inteligente.

�Sistemas humanos inteligentes para grandes eventos, como Copa 2014 e Olimpíadas 2016.

�Sistemas inteligentes para automação de serviços.

�Sistemas inteligentes para descobertas de recursos naturais (petróleo e gás) e logística.

© 2011 IBM Corporation4 IM AR

Histórico das Inovações Tecnológicas na IBM

© 2011 IBM Corporation5 IM AR

Curiosidade histórica

Simon : primeiro smartphone do mundo

IBM e Bell South, em 1992

US$ 899.00

Celular, fax, PDA e pager

Calendário, calculadora, games, email...

© 2011 IBM Corporation6 IM AR

O que está no forno hoje?

© 2011 IBM Corporation7 IM AR7

Statistical Ensembleof 600 to 800

Scoring Engines

~30 Machine Learning Models Weigh Scores, Produce

Confidence for Each Question 0<P<1

Hypothetical Question With Greatest Confidence is Chosen

Evidence-Based

Decision Support System

Evidence-Based

Decision Support System

S1S1 S2S2 S3S3 SNSN. . .

StaticData

Corpus

StaticData

Corpus

Answer: A large country in the Western Hemisphere whose capital has a similar name.

Hypothesis Generated from “Answer”Guess Questions Q1, Q2 … Qi

Hypothesis Generated from “Answer”Guess Questions Q1, Q2 … Qi

Question: What is Brazil?

Element Refresh Time

DataCorpus

2 Weeks

Hypothesis Engines

Weeks toMonths

Scoring Engines

Weeks toMonths

Decision Support Engine

4 Days

Watson Today: Processes Unstructured Text & 200 Hypothesis/3 seconds

Watson

3,000 cores;100 TFlops2 TB memory

~ 200 KW

© 2011 IBM Corporation8 IM AR8

Time

Co

mp

ute

r In

telli

gen

ce

Counting Machine

(Circa 1820)

ENIAC(Circa 1945)

Deep Blue (1997)

Watson (2010)

Learning Systems

AntikytheraAstronomical

Computer (ca 87 BC)

Abacus(Circa 3500 BC)

Napier’s rods(Circa 1600)

The New IT Frontier

System/360 (1964)

“Within ten years a digital computer will be the world's chess champion” 1958,H. A. Simon and Allen Newell

The Evolution of Thinking Machines

© 2011 IBM Corporation9 IM AR

Por queestamos

falando de inovação?

© 2011 IBM Corporation10 IM AR

Globalization

Trade Deregulation

Internet

Commoditization

A New Model for the Enterprise in a Flat World

Globally Integrated Enterprise

© 2011 IBM Corporation11 IM AR

Estudo IBM Global CEO Study 2006

Fonte: IBM, “The Global CEO Study 2006” (2006)

�“65% expect to radically

change their companies during

the next 2 years”

© 2011 IBM Corporation12 IM AR

The collective wisdom of these CEOs has led us to the five core traits of the Enterprise of the Future (CEO Study 2008)

Findings from 1,130 interviews� Organizations are bombarded by change, and many are struggling to keep up

� CEOs view increasingly demanding customers not as a threat, but as an opportunity to differentiate

� Nearly all CEOs are adapting their business models—two-thirds are implementing extensive innovations

� CEOs are moving aggressively toward global business designs, deeply changing capabilities and partnering more extensively

� Financial outperformers are making bolder plays

Core Traits of the Enterprise of the Future

Hungry for change

Innovative beyond customer imagination

Globally integrated

Disruptive by nature

Genuine, not just generous

1 2 3 4 5

© 2011 IBM Corporation13 IM AR

A EMPRESA DO FUTURO ESTARÁ CENTRADA NO SEU

CAPITAL INTELECTUAL

E NA SUA CAPACIDADE DE SE REINVENTAR E INOVAR

GLOBAL CEO STUDY 2008 – THE ENTERPRISE OF THE FUTURE

© 2011 IBM Corporation14 IM AR

1- O ritmo das inovações está se acelerando...

Automóvel

Inte

rnet

0 25 50 100 125 15075

Anos

0

50

100

TelefoneEletricidade

Radio

Televisão

VCR

PC

Celular% P

en

etr

açã

o

Para chegar a 50 milhões de usuários:

Telefone 74 anosPC 16 anosCelular 5 anosInternet 4 anosSkype 2 anos

© 2011 IBM Corporation15 IM AR

Commodity

© 2011 IBM Corporation16 IM AR

Chips em todos os lugares!

© 2011 IBM Corporation17 IM AR

Computadores em lugares antes inimagináveis…

© 2011 IBM Corporation18 IM AR

Evolução dos celulares

OK chief, I’ll get

on it right away!

Mais e mais conteúdo (aplicações)

© 2011 IBM Corporation19 IM AR

© 2011 IBM Corporation20 IM AR

Mobile explosion“By 2013, mobile phones will overtake PCs as the most common Web access device worldwide”

Source: Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond:

http://www.gartner.com/it/page.jsp?id=1278413

20 x 20 x

2 B2 B

More Mobile Data /ContentMore Mobile Data /Content

Smart Mobile DevicesSmart Mobile Devices

20 x 20 x More Mobile Cloud SubscribersMore Mobile Cloud Subscribers

IT Industry 2015 Mobile Spending

$250 B

IT Industry 2015 Mobile Spending

$250 B

Explosive Mobile growth thru 2015 depends on infrastructure

15 x 15 x More Mobile Apps / ServicesMore Mobile Apps / Services

4 x 4 x More Mobile Transaction SpendingMore Mobile Transaction Spending

$700 B$700 B Mobile eCommerce SpendMobile eCommerce Spend

• APPLICATION DEVELOPMENT

• TRAFFIC MANAGEMENT

• ANALYTICS

• INFORMATION STORAGE

• UNIFIED COMMUNICATIONS

• SMART ASSET MANAGEMENT

• APPLICATION MANAGEMENT

• BUSINESS PROCESS INTEGRATION

• APPLICATION DEVELOPMENT

• TRAFFIC MANAGEMENT

• ANALYTICS

• INFORMATION STORAGE

• UNIFIED COMMUNICATIONS

• SMART ASSET MANAGEMENT

• APPLICATION MANAGEMENT

• BUSINESS PROCESS INTEGRATION

© 2011 IBM Corporation21 IM AR

© 2011 IBM Corporation22 IM AR

2 - Inovação é uma atividade social

� A invenção sózinha não é maissuficiente;

� A inovação reside na interseção entre ainvenção e o “insight”;

� Inovação é multidisciplinar

� Inovação deve ser relevante e criarnovos valores;

► Transforma conhecimento e tecnologiaspara impulsionar a produtividade e criar novos hábitos sociais.

© 2011 IBM Corporation23 IM AR

Diferentes visões de uma mesma situação

Diversity works!

© 2011 IBM Corporation24 IM AR

IBM Institute for Business Value, CEO Study 2006

Colaboração impulsiona a inovação

Academia

Associações

Parceiros

Competidores

Think-tanks

Consultores

Clientes

Funcionários

Outras instituições

Pesquisa & Desenvolvimento

Vendas e Serviços

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

As fontes de novas idéias e Inovação

© 2011 IBM Corporation25 IM AR

3 - Existem diversos tipos de Inovação

ProdutosNovos produtos ou

melhoramentos em produtosexistentes

Processos� Melhoria de processos en uma

organização (ex: lean processes)� Reengenharia de processos.

Modelos de Negócio� Novos espaços de atuação em serviçosadjacentes (iPod+ITunes)

� Mudança na cadeia de valor (novaentrega de servicós);

� Novos modelos financeiros (ex: Google).

Gerencia e cultura� Novas maneiras de gerenciar

uma organização (ex: empresas do

Silicon Valley)

Política e Sociedade� Novas leis e estrutura

educacional

Serviços� Novos serviços ou

melhoramentos em serviçosexistentes

© 2011 IBM Corporation26 IM AR

“Today, innovation is about much more than new products. It is about reinventing business processes and building entirely new markets that meet untapped customer needs. Most important, as the Internet and globalization widen the pool of new ideas, it's about selecting and executing the right ideas and bringing them to market in record time.”

© 2011 IBM Corporation27 IM AR

4- Inovação é um processo sistemático

� Competitive edge – harderand harder to sustain

� Systematically drivinginnovations – a learningprocess

� Corresponding capability –long-term growth

� Collaboration and ecosystems – key successfactors

© 2011 IBM Corporation28 IM AR

Do Paradigma Atual: Sistema de Inovação Fechado

ResearchResearch

InvestigationsInvestigationsDevelopmentDevelopment New ProductsNew Products

& Services& Services

The

Market

Science

&

Technology

Base

R D&E

© 2011 IBM Corporation29 IM AR

Our currentmarket

Our new market

Other firm´́́́smarket

Para Open innovation

External technology insourcing

Internaltechnology base

External technology base

Stolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation.

Internal/external venture handling

Licence, spin out, divest

© 2011 IBM Corporation30 IM AR

ManagedInnovation

Model

Source: Jackie Fenn, Gartner Research

Open Innovation model

© 2011 IBM Corporation31 IM AR

A experiência daIBM em Inovação

Aberta e Colaborativa

© 2011 IBM Corporation32 IM AR

A evolução da internet

Web 3DWeb 1.0 Web 2.0

Paginas informativas com texto e gráficos

Usuários gerando conteúdo, blogs, wikis, mashupsvisando compartilhar

Ambiente altamente social, criado pelo

usuário

Co

nte

úd

o

Acesso ParticiparBusca Colaborar Co-Criação

Comunicação, RH, Compras, Marketing,

Treinamento

Colaboração, Treinamento ,

Marketing

Desenvolvimento de Produtos/ Serviços,

Otimização do Trabalho, Educação,

ComunidadesNeg

óci

os

© 2011 IBM Corporation33 IM AR

© 2011 IBM Corporation34 IM AR

Crescimento das Redes Sociais

Social NetworksFacebook, YouTube

Informational / Services

Yahoo, MSN, Google

Yahoo MSN Google YouTube Facebook

% o

f T

ime S

pent,

Worldw

ide

© 2011 IBM Corporation35 IM AR

© 2011 IBM Corporation36 IM AR

Social Networks: Beyond the Org Chart

Source: Cross, R., Parker, A., Prusak, L. & Borgatti, S.P. 2001. Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks. OrganizatiSNAl Dynamics 30(2): 100-120. [pdf]

� Organization charts are not the best indicator of how work gets done

� Senior people are not always central; peripheral people can represent untapped knowledge

� Making the network visible makes it actionable and becomes the basis for a collaboration action plan

© 2011 IBM Corporation37 IM AR

Identifying the roles individuals play in information flow helps in understanding the effectiveness of a network

Marketing

Finance

Manufacturing

Andy

Bob

Carl

Darren

Earl

Frank Indojit

Gerry Harry Jeff

Sam

Karen

Leo

Ming

Neo

Central people: Sam

► Hold the network together

► But they can become bottlenecks

Knowledge Brokers: Earl

► Critical connection to external knowledge

► Need to be connected internally to be effective

Peripheral people: Carl► Out of the loop. At risk for

leaving the company.

Sub-groups► Group split by function. Very

little information shared across groups

© 2011 IBM Corporation38 IM AR

Organization at risk: What happens if Sam leaves

Marketing

Finance

Manufacturing

Andy

Bob

Carl

Darren

Earl

Frank Indojit

Gerry Harry Jeff

Karen

Leo

Ming

Neo

Marketing, finance and manufacturing are isolated from each other

© 2011 IBM Corporation39 IM AR

UM AMBIENTE COLABORATIVO

ATRAVÉS DAS FERRAMENTAS

DA WEB 2.0...

POTENCIALIZA AS

COMUNIDADES

CRIA NOVOS

RELACIONAMENTOS

CRIA

ILHAS DE COMPETÊNCIA

DESCOBRE

TALENTOS E EXPERTS

IDENTIFICA OS

INFLUENCIADORES

© 2011 IBM Corporation40 IM AR

IdeasBusinessSynthesis

Collaborate PrototypeEarly

DeploymentEvaluation Result

• IBM Jams • Innovation Hubs• Blogs• Connections• BlueTwit• IM (Sametime)

• Client input (GIO)• Research GTO• Bluepedia• GBS White papers• Exec Podcasts• Academy Studies• Horizonwatch

• IBM Jams• Innovation

Hubs• Wikis• Blog threads• iHubs• Communities

• Innovators• BizTech• Research teams• Extreme Blue• Blue Opportunity

• TAP hosting:- BlueHost- DPE- IHE

• TAP Forums• TAP Ratings• TAP Survey• TAP ‘First

Adopters’

• Abandon• Product team• Publish research• CIO Production• Service offering• Merge with other

similar efforts• AlphaWorks

IBM Innovation model

Innovation Networks

Corporate Values

Business Strategy

Communications

© 2011 IBM Corporation41 IM AR

IBM Values – “Innovation that matters…”

� Created by employees via a WorldJam

� Executives held to the values standards through a subsequent WorldJam

� Progress is reported back via intranet news

� Innovation and trust are two critical values…

© 2011 IBM Corporation42 IM AR

IBM Values – “Trust and Responsability…”

© 2011 IBM Corporation43 IM AR

Accessible Business strategy

© 2011 IBM Corporation44 IM AR

Marketing and internal communications

� Critical partners

� Very willing to share the good news and recognize employees

© 2011 IBM Corporation45 IM AR

Idea Management at IBM

T.J. Watson launched the original IDEAS program in the 1930s IDEAS went

on-line in VMin the 1970s

ThinkPlace transformed the IDEAS model with open collaboration in 2005

Innovation Hubs continue the transformation with social networkingintegration

© 2011 IBM Corporation46 IM AR

The virtuous circle…Engaged businessleaders share their challenges with the Hub community

Innovators respond by posting ideasand collaborating

Idea catalysts and managers review ideas – implementing successful ones

Successful ideasget recognized inthe Hub and on w3

© 2011 IBM Corporation47 IM AR

Technology Adoption Program

� The Technology Adoption Program is a CIO service with free hosting for new innovations

� Provides both informal and survey feedback

� Has a graduated sequence of ‘hardening’ innovations as they progress to production deployment or get transferred as assets to product and service teams

© 2011 IBM Corporation48 IM AR

WorldJams

WorldJam 2001

A new collaborative medium tocapture best practices on 10

urgent IBM issues

WorldJam 2004

Focused on pragmatic solutionsaround growth, innovation and

bringing the company’s solutionsTo life

ValuesJam

An in-depth exploration of IBM’s

Values and Beliefs by employees

InnovationJam 2008

For the first time, IBM’s clients, Business Partners, and our

Family members joined in a

new collaborative exercise

�Real-time threaded discussion

�Open idea-rating

�Equal access by all employees

© 2011 IBM Corporation49 IM AR

InnovationJamLargest Online Brainstorming Session Ever Held

� Demonstrate power of collaboration in advancing innovation

� Accelerate the ability to innovate and deploy integrated offerings

� Participants

► 150,000 people

► 104 countries

► 46,000 ideas

► 67 clients, business partners and academic institutions worldwide

► 12,690 family members

© 2011 IBM Corporation50 IM AR

Jam Outcomes

Real-time Translation

Services

Simplified Business Engines

Intelligent Utility

Networks3D Internet “Digital Me”

Big Green Innovations

Branchless Banking forthe Masses

Smart Healthcare Payment Systems

Intelligent Transportation

Systems

Electronic Health Record

System

© 2011 IBM Corporation51 IM AR

© 2011 IBM Corporation52 IM AR

© 2011 IBM Corporation53 IM AR

There are different ways to engage the collective wisdom of IBM’s workforce to address different issues…

Continuous collaboration – teams / processes

Open Activities

Open Ideation

Collaborative processes

Events – small/medium scale

Ideation “Challenge” Events

Continuous collaboration – large scale

Open Ideation, Workplace

IM, Communities

Social tagging solutions (blogs, wikis, tag clouds, LinkedIn, …)

Events – massive scale

Jam

Timeframe / Duration

Sca

le

© 2011 IBM Corporation54 IM AR

Alguns Resultados

Práticos

© 2011 IBM Corporation55 IM AR

55

Deliver integration and innovation to clients

Become the premier Globally Integrated Enterprise

Focus on open technologies and high- value solutions

Mar

kets

/Bu

yers

Traditional

New

Offerings

IBM’s Growth Landscape

New

GrowthMarkets

BusinessAnalytics

SmarterPlanet

Cloud Computing

Traditional

IndustryFrameworks& Dynamic

Infrastructure

IBM’s strategy and growth initiatives are expanding our opportunities

© 2011 IBM Corporation56 IM ARSource: Company data, IDC, Yankee, Gartner, in Macquarie Group, March 2009

Multiple Sources: Intel, Ericsson, Gartner, etc.

Number of Connected Devices

2010

15 Billion

7 Billion

50 Billion

10

20

30

40

50

2015 2020

� End-to-end IoT infrastructure is needed to operate and manage 50B connected devices by 2020

� The new IoT infrastructure offers huge business opportunities in systems, software and services

IoT Offers Huge Growth Opportunities in Infrastructures and Services

© 2011 IBM Corporation57 IM AR

IoT Scenarios Show a Pattern of Customer Pain Points

� Lack of capability to design, implement, deploy, operate and manage complex IoT systems

� Lack of situation awareness leading to unacceptable responsiveness and resilience� Requirement of end-to-end security

Food SafetyWater Management Grid

TransportationHome HealthcareLogistics

© 2011 IBM Corporation58 IM AR

© 2011 IBM Corporation59 IM AR

Visão de um Tráfego mais Inteligente

Sistema Gestão

Tráfego

Sistema Gestão

Tráfego

Centro de Controle

Tráfego

Centro de Controle

TráfegoComandos

Eventos tráfegoPadrões

Gestão tráfego

Identificação Veículos e SegurançaIdentificação Veículos e Segurança

Microonda Câmera Loop Telemetrica

Dados Veículo

…

Planejamento

Transporte

Planejamento

Transporte

Analysis Data

Regras Negócio Sistemas de Tomada Decisão

Sistemas de Tomada Decisão

Estratégia de Otimização de Tráfego

Gestão de Informações de TráfegoGestão de Informações de Tráfego

TrensSemáforo

Sinais

Sinalização

60

Velocidade …

InformaçõesTráfego

Celular

Navegador

Portal SMS

Radio e TV

Serviços ao UsuárioServiços ao Usuário

…

HelpDeskHelpDeskGestão de IncidentesGestão de Incidentes

Policia Médicos Bombeiro

Gestão de EmergênciasGestão de Emergências

…

Predição ÔnibusPredição Ônibus

© 2011 IBM Corporation60 IM AR

© 2011 IBM CorporationIM AR

Obrigado pela Atenção

Cezar Taurionctaurion@br.ibm.comwww.ibm.com/developerworks/blogs/page/ctaurionwww.computingonclouds.wordpress.com@ctaurionFacebook, Linkedin, BranchOut