Virtual teaming is the “new normal” in global workplaces. The business imperatives for this go beyond merely a need to tap into global labor – the imperatives are in the need for businesses to build, sell, and succeed in the global economy. This presentation relates the business imperatives to the actions teams are taking to work successfully in virtual teams, and was developed as a guest lecture for an audience of MBA students.

1. Virtual Collaboration: Insights from IBM Jeanne Murray Program Manager, Social Software Programs & Enablement IBM Software Group [email_address] Presentation to UNC Kenan-Flagler Business School, Effective Virtual Teams (MBA 728A), Dr. Arv Malhotra Virtual teaming is the “new normal” in global workplaces. The business imperatives for this go beyond merely a need to tap into global labor – the imperatives are in the need for businesses to build, sell, and succeed in the global economy. This presentation relates the business imperatives to the actions teams are taking to work successfully in virtual teams, and was developed as a guest lecture for an audience of MBA students.

3. The need for working smarter… supported by flexible and dynamic processes… modeled for the new way people live and work ECONOMIC PRESSURES Increasing strains on the global economy are galvanizing leadership to build visibility and control into their business models to mitigate risk and optimize profit. GLOBAL COMPETITION In a global economy, intense competitive pressure is driving more efficient markets. To stay ahead, businesses will need to build more agile models and be the first to seize golden opportunities . THE DEMANDING CONSUMER Customer expectations have never been higher. By figuring out exactly what people want, companies are tapping into hidden opportunities and rolling out innovative products and services. IT INTEGRATION Breakthrough applications like Cloud and Web 2.0 are empowering the business user, driving the convergence of business and IT, and blurring the lines between companies and their customers.

5. Making sense of the new world – Critical questions for software Smart Work Green & Beyond New Intelligence I Need Insight I Need to Work Smart I Need Efficiency Dynamic Infrastructure I need to respond quickly taking advantage of a wealth of information modeled for the new way people buy, live & work As dynamic as today’s business climate driving greater efficiencies, competing more effectively “ Data is exploding and it’s in silos” “ New business & process demands ” “ Our resources are limited” “ My infrastructure is inflexible and costly”

6. IBM Software Group Portfolio Information On Demand to unlock the business value of information for competitive advantage and establish information agenda for smarter business outcomes Next Generation Collaboration to unlock the value in the expertise of people to drive efficiency, deepen relationships, embrace change, and foster innovation. Service Management to enable innovation by reducing operational labor, improving asset productivity and quality of service Software Lifecycle Management to better govern the business process of software and systems delivery , enabling innovation at lower cost Business Process Flexibility to develop and rapidly deploy innovative business models with flexible, optimized processes open IT architectural foundation built on SOA

9. Transforming “Work/Life Balance” to “Work/Life Integration” Evolving family and social structures drive employee needs, perceptions and expectations Global workforce, continuous schedules Ubiquitous low cost technology enables and generates work 24x7x365 from any location Enabling the Global Enterprise

10. The multigenerational workforce Today’s workforce represents employees spanning 60 years in age Source: “The Multi-Generational Workforce Challenge (2008)”

12. The Enterprise of the Future is … 2008 IBM Global CEO Study The Enterprise of the Future Globally integrated 3 Hungry for change 1 Disruptive by nature 4 Genuine, not just generous 5 Innovative beyond customer imagination 2

13. Changes in business, technology, and global markets www.ibm.com/enterpriseofthefuture

16. Virtual teaming in IBM Enabling people to work smarter together Unlocking innovation through broad participation Fostering deep insightful relationships

19. Communities

20. Social bookmarking

25. Finding expertise in the network

26. Social paths help broaden reach

27. Visualization aids understanding

30. External collaboration: building community http://www.ibm.com/developerworks/spaces/cloud

31. External collaboration: LotusLive for customers, partners, IBM employees www.lotuslive.com

32. External collaboration: asking customers for input

40. The “Ladder” of Social Software Adoption

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