Future Focus: Dublin June 16 2009

Future Focus Dublin June 16th 2009

2009 IBM Corporation

Future Focus Michael Daly

2009 IBM Corporation

Future Focus Dr James Bellini

2009 IBM Corporation

Future Focus

2009 IBM Corporation

Future Focus Twitter replyto:@futurefocus Or mention #futurefocus www.futurefocusblog.com 2009 IBM Corporation

Future Focus Richard Farleigh

2009 IBM Corporation

Ned Kelly

Interest Rates

Taming The Lion “A tour de force of common sense investing.” Tom Stevenson Daily Telegraph

Sir Alexander Fleming The Nobel Prize in Physiology or Medicine 1945

Igloo Thermo-Logistics

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2009 IBM Corporation

Future Realities Focus

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Stabilising the Public Finances

Colm McCarthy

(School of Economics UCD) Future Focus Conference, 16th. June 2009.

Fiscal Consolidation in Context….. • There are four priorities in macro policy. • Restore fiscal balance….. • Resolve the banking crisis…. • Restore competitiveness…. • De-leverage the national balance sheet

Managing the Balance Sheet • The private sector now owes c. €400 bn to the banking system, one of the highest ratios to GNP in the world. • De-leveraging seems to have commenced • It requires not just an increase in private saving but asset disposal nationally to reduce debt • The State is also funding a book of assets and it may need to deleverage too

Personal Sector Debt Repayments to Income 25% 10% more disposable income eaten up in debt repayments than seven years ago 20%

15%

10%

5%

0% 2000

2001

2002

2003

2004

2005

2006

2007

2008F

Bank Lending to Property 120000

30%

100000

Lending to construction development and investment up €100bn in seven years

25%

80000 20% 60000 15% 40000 10%

20000

0 Q1 1997

5% Q1 1998

Q1 1999

Q1 2000

Q1 2001

Q1 2002

Q1 2003

Lending to construction and real estate activities (lhs, €m)

Q1 2004

Q1 2005

Q1 2006

Q1 2007

% of total private sector credit (rhs)

Q1 2008

Tiger Checked out around 2002 1995 to 2002

• Real GDP • Real GNP • Real GNDI (Adjusted for terms-of-trade)

8.6 7.2 7.0

2002 to 2008e

5.3 5.1 3.5

Quarterly Numbers signalled downturn in ’07…

Property-Related Taxes led the Collapse…. 9000

20%

8000

18% 16%

7000

14%

6000

12% 5000 10% 4000 8% 3000

6%

€6bn drop in direct property-related revenue in three years

2000

4%

1000

2%

0

0%

1997

1998

1999

2000

2001

2002

Property revenue (€m, lhs)

2003

2004

2005

2006

Property revenue % of total tax revenue (rhs)

2007F

2008F

2009F

The Fiscal Deterioration…..  GGB Deficit = 10.75% in 2009 after four sets of policy changes since July 2008  And likely to exceed 10% for some years thereafter without further measures.  GGB Gross debt 41% of GDP at end 2008, likely to exceed 50% at end 2009.  Without policy change, and even without bank bail-out costs, annual borrowing at 10%+ brings 100% debt into view fairly quickly, the lesson of the 1980s.

Raise Taxes or Cut Spending? • Real Total Exchequer spending rose c. 5.7% in 2008 • Will rise even faster in 2009 with negative inflation. • Significant tax increases have already been imposed • Ireland will enjoy the fiscal stimulus packages of our trading partners

Total Exchequer Spend % GNP trends in government spending 60.0

Gross Voted Current Expenditure Central Fund Services (Current) Total Expenditure

Exchequer Capital Expenditure (excl. NPRF) NPRF Contribution

50.0

30.0

20.0

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

1995

1994

1993

1992

1991

1990

1989

1988

1987

1986

1985

0.0

1984

10.0

1983

per cent of GNP

40.0

Exchequer Spend excl Debt Service, % GNP trends in government spending 50.0

Gross Voted Current Expenditure

Exchequer Capital Expenditure (excl. NPRF)

45.0

40.0

30.0 25.0

20.0 15.0 10.0

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

1995

1994

1993

1992

1991

1990

1989

1988

1987

1986

1985

0.0

1984

5.0

1983

per cent of GNP

35.0

Real Growth, Total Exchequer Spending Year

Spend % Chg

CPI %

% Real Growth

2000 2001 2002 2003 2004 2005 2006 2007

10.4 16.1 11.0 7.7 6.2 11.1 10.6 11.8

5.6 4.9 4.6 3.6 2.1 2.5 3.9 4.9

4.8 11.2 6.4 4.1 4.1 8.6 6.7 6.9

2008e 2009f

9.8 6.9

4.1 -3.8

5.7 10.8

Fiscal Consolidation is Unavoidable • Borrowing at 10% of GDP for any length of time is risky, even in benign credit markets • The credit markets are less borrower-friendly than at any time since WWII • Borrowing needs to be contained in 2009 and reduced decisively in 2010. • Economies in current and capital spending are required, and further tax measures cannot be ruled out.

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What's Great about the “Great Recession”? Ronan Lyons

2009 IBM Corporation

Contents Four elephants in one room The world turns a corner The 21st Century creed Crisi-tunity

Ronan Lyons – Economist June 11, 2009

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Contents Four elephants in one room The world turns a corner The 21st Century creed Crisi-tunity

Ronan Lyons – Economist June 11, 2009

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Four Irish elephants are trying to hide in the back of the room Banking

Budgets NAMA or nationalise or ...?

€25bn hole in revenues – income tax not the problem, wealth taxes are

Who pays? This generation or the next?

•

Unemployment

Property

– Over 230,000 'unexpected unemployed' since 2007

– 15 years property built in the last 7 years... and in the wrong places

– Another 100,000 a possibility

– 1 in 5 face negative equity and 60k households face negative equity AND unemployment

– Commuter belt worst hit Ronan Lyons – Economist June 11, 2009

•

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Contents Four elephants in one room The world turns a corner The 21st Century creed Crisi-tunity

Turn a different corner And if all that there is is this fear of being used, maybe I should go back to being lonely and confused... George Michael on the fate of small open economies? Ronan Lyons – Economist June 11, 2009

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Measured by job losses, recessions up to the 1980s were short and sharp ― US as the bellwether economy for the OECD ― Recessions were frequent in the post-war era up to the 1980s

Ronan Lyons – Economist June 11, 2009

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Since then recessions have been getting less frequent, milder... and longer ― Since the 1980s, recessions have become more once-a-decade episodes ― The early 1990s recession was long – but not severe in terms of job losses

Ronan Lyons – Economist June 11, 2009

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The “dot bomb” recession was particularly long, in terms of job recovery ― The dot.com bubble created an unsustainable amount of jobs ― It took almost five years for private sector employment to recover

Ronan Lyons – Economist June 11, 2009

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This recession combines the worst of the different post-war recessions ― Jobs losses have been as intense as any post-war recession ― It's likely to be the longest postwar recession, barring rapid employment growth

Ronan Lyons – Economist June 11, 2009

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Globally, trade and output have fallen at least as much as in the 1930s

Source: O'Rourke & Eichengreen, http://bit.ly/korbe Ronan Lyons – Economist June 11, 2009

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The severity of the crisis has led to an unprecedented policy response

Source: O'Rourke & Eichengreen, http://bit.ly/korbe Ronan Lyons – Economist June 11, 2009

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Confidence and activity are returning... slowly US - manuf

UK - manuf

US - services

Eurozone -manuf

UK - services

Eurozone - services

65 60

Growth

55 50 45

Decline

40 35

r-0

9

Ireland: 39.5

Ap

Ja n09

ct -0 8 O

Ju l-0 8

8 r-0 Ap

Ja n08

-0 7 ct O

l-0 7 Ju

7 r-0 Ap

n07 Ja

-0 6 ct O

Ju l-0 6

r-0 6 Ap

Ja n-

06

30

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Each region faces its own growth challenges and opportunities Where will growth come from?

USA

Europe

Asia

Business

Company balance sheets in good shape pre-recession... vigorous cost cutting since

Business - and consumers particularly dependent on bank lending

Shift towards domestic consumption and welfare systems likely to offset trade's weaker growth contribution

Demographics

Retirement of baby-boomers... USA will need to remain open to migration in the future as it has in the past

Population at work is shrinking... rapidly in some countries

Rapidly growing populations in most countries – China and Japan ageing very fast though

Banking

Major problems remain in banking system but some signs of confidence returning

Concerns over transparency of banks and ability to develop Europe-wide solutions

Lessons from 1980s and 1990s mean financial system in good shape

Government

Significant fiscal boost in short-term... but the shift to bigger government is likely to last

Administrative burden and red-tape an issue for business... being tackled by the EU head-on

A lot of countries are in catch-up, with significant infrastructure programmes

Other

A very flexible economy, close trading links with Asian economies

Huge variety between large and small, rich and poor across the 40+ countries

Major environmental challenges 86 / x

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Contents Four elephants in one room The world turns a corner The 21st Century creed Crisi-tunity

Ronan Lyons – Economist June 11, 2009

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This recession has shattered some myths of the early 21st Century “The new global financial system does not require a new level of surveillance” The recession has made entire models of finance disappear, as well as bringing about a global re-evaluation of risk and widespread nationalization of banks Pervasive crashes in stock and housing markets starting in 2007 have destroyed anything up to 30% of global wealth

“Emerging markets have enough economic strength to decouple from the OECD” The widespread economic contraction in developed economies has been accompanied by a huge slowdown in growth in emerging markets

Ronan Lyons – Economist June 11, 2009

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Other beliefs remain firmly in place “There are always opportunities to establish or expand” Inc.com identifies almost 20 industies and activites in demand They range from small flexible activities (such as home healthcare, niche consulting and repair services) to large industries (including education and construction) Some are staples – like fast-casual dining and temporary staffing – while others are hi-tech or green-collar, such as cloud computing, education technology and energy “Technology is a game-changer” In the dot.com collapse, belief in the potential of ICT to change our world was shaken In the current recession, faith in ICT is – if anything – stronger, as policymakers and business people see how it can cut costs, inform decisions, and change business models

Ronan Lyons – Economist June 11, 2009

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Contents Four elephants in one room The world turns a corner The 21st Century creed Crisi-tunity

Lisa: Dad, do you know that in China they use the same word for crisis as they do for opportunity? Homer: Yes... Crisi-tunity! Ronan Lyons – Economist June 11, 2009

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Technology really is flattening the business landscape Disruptive technologies do not care whether it's boom or bust

At the height of the boom, Facebook grew from 14m users in mid-2006 to 27m users by mid-2007

At the height of the bust, Twitter grew from 0.5m users to 4.5m users over the course of 2008

Ronan Lyons – Economist June 11, 2009

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Technology means SMEs can focus solely on their core competences SMEs can penetrate new markets easier Websites such as Applied Language can translate your website's 1000 words into Chinese within a week for less than €100 Sites such as elance match experts with work SMEs can treat ALL non-core competences as utilities Manufacturing, packaging, warehouses and logistics can all be outsourced – e.g. Amazon Fulfillment Services There are dedicated online services for accounts, project management and collaboration SMEs can manage their own brand among their audience Identifying more of their audience, and engaging in more interactive communication, through online social media Ronan Lyons – Economist June 11, 2009

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Technology creates opportunities for new creative brands Sites like Cafepress offer manufacturing and shipping services for a range of consumers goods... ... like my mug!

Authors and researchers can sell their work on sites such as Scribd

Etsy is an online marketplace for “buying & selling all things handmade”, connecting artists and craftspeople with new markets Ronan Lyons – Economist June 11, 2009

This is actually for sale online, €9 http://bit.ly/ro-mug 93 / x

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Some of Ireland's most popular Twitter brands... Over 100,000 Irish brands – people and companies – are on Twitter The most popular are dominated by people and SMEs Some well known brands are there These brands have generated audiences of hundreds – or thousands – for free The only investment is time

Ronan Lyons – Economist June 11, 2009

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Thank you For more, see ronanlyons.com

If you're on Twitter: @ronanlyons

Happy to connect on LinkedIn too

And don't forget to buy your limited edition mug!

Ronan Lyons – Economist June 11, 2009

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Future Realities Focus

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Future Focus

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Future Focus Future of Dublin Gina Quin, Dublin Chamber of Commerce, Chief Executive 06/16/2009 2009 IBM Corporation

Our Vision for Dublin 2020 Well Governed

European

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

“Dublin will be a city driven by creativity, imagination and innovation, which attracts highly skilled labour encourages and promotes research, enterprise and an entrepreneurial culture.”

City that Works

Knowledge Competitive

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The Shifting of Ireland's Population to Dublin: 1841 to 2002

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

Source: CSO 100 / 22

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Gina Quin, Dublin Chamber Chief Executive 06/16/2009 Dallas

Galway

Limerick

Cork

Auckland

Dublin

Oslo

Helsinki

Vancover

Krakow

Leeds

Turin

Stockholm

Vienna

Valencia

Prague

Denver

Copenhagen

Manchester

Zurich

Lille

Birmingham

Lisbon

Budapest

St. Louis

San Diego

Warsaw

Naples

Seattle

Montreal

Melbourne

Rome

Phoenix

Brussels

Athens

Ankara

Sydney

San Francisco

Boston

Toronto

Atlanta

Barcelona

Washington

Houston

Madrid

Frankfurt

28.0

Philadelphia

Berlin

Munich

Milan

London

Busan

Chicago

Paris

Istanbul

Los Angeles

Mexico City

New York

-2.0 Seoul

Tokyo

Populations in Millions

Dublin’s Competitors

33.0

Ranking of OECD Cities by Population

23.0

18.0

Cork, Limerick, Galway

Dublin

13.0

8.0

3.0

Source: OECD 2006, CSO 2006

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Future Population Growth

Source: ‘Population and Migration Estimates’, CSO, April 2008 Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Future Population Growth

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

Source: ‘Population and Migration Estimates’, CSO, April 2008 103 / 22

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Dublin at the Crossroads

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Knowledge Foundations – Education

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Dublin’s Knowledge Hub DIT Grangegorman Collins Barracks

DCU

Smithfield

NCI Connolly

LUAS A

Heuston Heuston Gate

Digital Hub NCAD

TCD

Docklands

UCD Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Knowledge Foundations – Art/Culture Tart with the cart

Hags with the bags

The Stiletto in the Ghetto Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Metro North

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Luas BXD and DART Underground DART Underground

Luas BXD Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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DART Underground

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Samuel Beckett Bridge

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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The Convention Centre

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Aerial View of Whitegate Independent Power Plant under construction

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Strong Regional Governance

Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Directly Elected Mayor for Dublin Mayor of London Ken Livingstone

Mayor of Baltimore Martin O'Malley Gina Quin, Dublin Chamber Chief Executive 06/16/2009

Mayor of New York Rudy Giuliani 118 / 22

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Gina Quin, Dublin Chamber Chief Executive 06/16/2009

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Future Focus

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Future Communications Focus

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Future Focus Euan Semple

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Future Communications Focus

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William Robins Director, Keystone Law Technology and the future of legal services

2009 IBM Corporation

Welcome – Technology and the future of legal services 

Introduction to Keystone Law



The arrival of the Hybrid law firm



Flexibility to offer a) stand-alone service and/or b) In-house support service



Keystone’s business model: • • • •

William Robins Director, Keystone Law

Our offices in London and Manchester/satellite offices/clients offices Legal experts only, mainly City partners Central office dealing with administration and central support Clever IT platform providing the seamless service from multiple locations

Overview 

Lessons learnt



How to use technology to generate a business advantage and be disruptive



Market conditions and the rise of Keystone Law

William Robins Director, Keystone Law

What created the demand for Keystone Law? The good old days, legal services 2000 to 2007: • • • • • • •

William Robins Director, Keystone Law

Salaries up Profits per partner up Legal spend up Proportion of junior lawyers up Head count up Average spend up Smaller clients dropped

The legal services market today 

Good times are gone



Press reporting redundancies across the board: • • • • • • •

William Robins Director, Keystone Law

Linklaters – 270 redundancies Allen and Overy – 250 redundancies Baker McKenzie – 125 redundancies DLA – 124 redundancies Official figures suggest 4,000 redundancies Reality much higher as figures exclude trainees and other departures Not just London, Manchester has been hit hard too

The legal services market today – the “lucky ones“ 

Pay cuts across the board for associates



Eversheds profits per partner – down 27%



Latham and Watkin profits per partner – down 21%



Cameron McKenna profits per partner – down 15%



Most law firms still to report



Low moral

William Robins Director, Keystone Law

How is Keystone doing in this challenging market? 

Turnover up 80% in 2009



25 new lawyers in last 12 months (30% increase)



Fastest growing law firm in the country



Keystone has bucked the trend

William Robins Director, Keystone Law

Identifying opportunity 

Easy to rise with the tide pre 2007



Much of Keystone’s growth is post 2007



Recall earlier slide on market trends: smaller clients were being dropped



Keystone recognised market undercurrents: • • • • •

William Robins Director, Keystone Law

SMEs priced out of the market Legal bills disproportionately high Work pushed down to juniors in the bid to increase profitability SME’s were frustrated Service sector no longer serving

Capitalising on opportunity 

Identifying a gap in the market is only the first step



Giving clients what they want is more of a challenge



Key message: know your market



Key to success not to have best product, but to offer clients what they need

William Robins Director, Keystone Law

The secret to Keystone’s success Using technology to gain a business advantage 

Technology is moving on



Competitors may not be using technology fully



Using technology + knowing your market = business advantage



But how to do this?

William Robins Director, Keystone Law

How to know your market 

Ask your clients what they want!



What clients tell us they want: • Cost effective legal advice • A joined up approach • Personal lawyer/client relationships



William Robins Director, Keystone Law

Now look at what is on offer to clients

Our competitors‘ services Break down of typical fixed costs – the building blocks of a traditional service 

Staffing: • • • • • • •

William Robins Director, Keystone Law

Senior lawyers Junior lawyers Knowledge development lawyers Secretaries Human resources IT support Back office



Non-staffing: • Rent and office equipment • Information technology • Consumables

Evaluate those building blocks Ask are these elements providing value to the client? Break down of costs 

Staffing: • • • • • • •

William Robins Director, Keystone Law

Senior lawyers – highly valuable Junior lawyers – valuable in part KDLs – no direct value Secretaries – valuable in part Human resources – no value IT support – no direct value Back office – no direct value



Non-staffing: • Rent and office equipment – some value and in part required • Information technology – key area • Consumables - required

Acting on the results of the evaluation 

If it adds value: • Invest in it • Improve it using technology

William Robins Director, Keystone Law



If it does not add value: • Structure round it • Outsource it to quality providers

Cost effective legal advice – Keystone‘s approach Break down of costs 

Staffing: • Senior lawyers – a priority • Junior lawyers – replace with technology • KDL’s – outsource • Secretaries – replace with technology • Human resources – not needed • IT support – outsource • Back office – streamline

William Robins Director, Keystone Law



Non-staffing: • Rent and office equipment – dispersed and flexible solution • Information technology – targeted spend • Consumables - streamline

The results of being cost effective – what our clients welcomed 

Efficiency



Experts doing what they do best



Personal tailored service



Cost savings passed on to clients



Better value than the competition by 40 to 70%



Fixed fees to align our business with our clients

William Robins Director, Keystone Law

What technology does Keystone use?  Key message: use the technology you need to address your key challenges  Our key challenges: •

How to be cost effective

•

How to deliver a seamless service from multiple locations

 What Keystone uses: • The mobile office • Online and offline IT platform • Communications technology: Web access, Gotomeeting, Huddle, VOIP, Twitter, Desk to desk video conferencing, Instant messenger

William Robins Director, Keystone Law

Keystone‘s key lessons  Businesses can use technology to grow and disrupt markets  Top tips for using technology: • • • • •

William Robins Director, Keystone Law

Don’t throw money at the problem, use technology to deliver what clients really want Buy technologies to solve current and anticipated problems Buy what you need most, first Have an IT strategy aligned to the business plan Get real use out of any technology you buy

Final thought  “Ask not what you can do with technology, ask what technology can do for you”

 If you want to stay in touch:  Text ‘WilliamRobins’ to +44 7781 474817 to get all my contact details to your phone right now.

William Robins Director, Keystone Law

Future Realities Focus

2009 IBM Corporation

Director IBM Dublin Lab Bill Kearney

2009 IBM Corporation

Agenda ― Touching IBM ― Web 2.0 • What and why • Examples – IBM Ireland Labs

Bill Kearney – 16 June 2009

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Touching IBM - Game Consoles: Nintendo Wii, Xbox360, Playstation 3 - ATM - Airport check in kiosks e.g. Aer Lingus - Motor Tax Online - Point of sale terminals e.g. Dunnes, HMV, Boots etc. - Laser eye surgery- Excimer laser - Scientific research-Virtual Dublin Project Bill Kearney – 16 June 2009

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Collaboration has traditionally been document-centric

DocumentCentric

PeopleCentric

•Excel •Word •Powerpoint •Email

•Expertise •Reporting structure •Business context

Bill Kearney – 16 June 2009

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2009 IBM Corporation

Within the Intranet Web 2.0 tools roughly fall into two major categories: ― Content creation tools

― Content access tools

– Wikis

– RSS

– Blogs

– Podcasting

– Social networking profiles

– Social bookmarking

– Podcasting

– Mashups – Widgets – Rich internet applications – Social networking

Note: While content creation tools offset the use of other inefficient applications (email, Word, etc.) content access tools make existing content more valuable. Bill Kearney – 16 June 2009

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One in two firms plan to have at least one Web 2.0 tool in production in 2009

Bill Kearney – 16 June 2009

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Major benefits of Web 2.0 tools in the enterprise for collaboration and productivity ― Efficient collaboration between employees – Improved response times to customer requests

― Increased transparency into decision making processes – Better project management

― Better access to unstructured information – Improved knowledge capture and IP management

― Better access to structured information (CRM, ERP, etc.) – Enhanced customer service management

― Decreased email overload – Improved work efficiency

― Increased knowledge retention and process documentation – Better service quality

― Collective intelligence gathering – Faster innovation

Bill Kearney – 16 June 2009

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Social Software in Action at IBM Usage Collaboration 2.0 available to 500K of us

• Profile: 515k profiles on bluepages; 6.4M+ searches per week

• Communities: 1,800+ online communities w/147k members and 1M+ messages

• Wikis: 25K+ wikis with 320K+ unique readers • Blogs: 62k users; 260k entries; 30k tags • Dogear: 694k bookmarks; 1.8M tags; 20k users

• Activities:

64k activities, 53k entries; 90K

users

• Instant Messaging: 4M+ per day

Bill Kearney – 16 June 2009

Return on Investment

• Search satisfaction has increased by 50% • •

with a productivity driven savings of $4.5M per year $700K savings per month in reduced travel Significant reduction in phonemail, email server costs

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Practising Law Institute (PLI) Solution – PLI XChange About PLI -

 Innovative “Not-for-profit” organization focused on R&D and new ideas  Gold standard in continuing legal education (CLE) Business Need -

 PLI Board wanted to investigate relevance or utility of Facebook kind of networks for lawyers Solution Required –

 Private “trusted by-invitation” network to connect lawyers through profiles, & enable blogs, chat, Q&A, & promotion of PLI services  Naming convention “Xchange” Bill Kearney – 16 June 2009

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Rheinmetall AG: Enterprise Business Collaboration Collaboration Suite – Requirements included File Sharing, People Profiles, Instant Messaging, Activities and Web 2.0 features like Tagging and Blogs  process-oriented work organisation  collaborative work thinking  specialised skills Past

Presence

Challenges: Detect the right persons at the right time in addition to central, collaborative data management

Bill Kearney – 16 June 2009

C@R – Collaboration at Rheinmetall adressed this challenge, as this helps the employees, localise expertise, share informations and enlarge their personal network, to achieve the accordant objectives more efficiently and faster 153

2009 IBM Corporation

IBM Ireland Labs - Dublin, Cork, Galway – Social Software-Lotus Connections – Unified Communications-Sametime Unified Telephony – Hosted Software-LotusLive – Database-DB2, SolidDB, Text Analytics – Mobile Network Monitoring-Tivoli Netcool Mobile

Bill Kearney – 16 June 2009

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Overall recommendations 1.

Identify solvable problems that Web 2.0 tools can tackle •

Deploy tools for a limited set of users in pilot programs

•

If value is shown, deploy more widely

•

Let use spread virally, and support with optional training

•

Look at Lotus Symphony

•

Visit the IBM Lab

Bill Kearney – 16 June 2009

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Future Communications Focus

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Future Focus

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Future Focus

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Future Focus

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