Google Emea Social Report 2012
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Google Emea Social Report 2012

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How social technologies drive business success (May 2012 Europe)

How social technologies drive business success (May 2012 Europe)

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Google Emea Social Report 2012 Google Emea Social Report 2012 Document Transcript

  • How social technologiesdrive business successEUROPEAN SURVEY RESULTS15TH MAY 2012
  • ContentsForeword ............................................................................... 1Executive summary .............................................................. 2How are social tools being used today? ............................ 4How will social tools be used tomorrow? ......................... 6Senior managers lead by example .................................... 8Fast growth companies use social to fuel success ........ 10High flyers use social tools to get ahead ........................ 12Conclusions ......................................................................... 13Appendix: Research methodology ................................... 14
  • ForewordSharing opinions and experiences online is adoption of social tools, those in senior rolessecond nature for many people, but until recently actually use them far more regularly than theirthis bore little resemblance to the way we work. more junior colleagues. The second is that aTraditionally, businesses operated in silos, with huge proportion (81%) of high growth businesseslittle done to encourage collaboration or the are using social tools to facilitate expansion andsharing of ideas and information, not just across improve the ways in which teams collaboratecountries, but even within individual departments. and share knowledge. And finally, we found that successful workers are more than twice as likelyToday, however, the tools that make it easy to to be active users of social tools in the workplaceconnect and work together online are starting than their less successful colleagues.to disrupt traditional working practices in waysthat we are only just beginning to realise. There With a trend towards more remote workingis a growing recognition that rather than being and more companies spread across differenta distraction or a time drain, social tools could territories, the need for cross-border collaborationactually hold the key to a more productive way and information sharing has never been greater.of doing business. Having the ability to bring together thoughts and ideas from team members scattered acrossTo find out more about the potential of social a country, or even across the globe, and beingtools in the world of business, we commissioned able to find information, people and expertiseMillward Brown to gather opinions from 2,700 faster can only help businesses grow and remainprofessionals across France, Germany, Italy, the competitive.Netherlands, Spain, Sweden and the UK. Wewanted to see if social tools are already helping Of course social tools are not a panacea for allbusinesses to grow faster, whether and how they business challenges, and in themselves cannotcan help your career, and which countries are at transform business performance – but, whenthe forefront of this social revolution. used appropriately, their potential should not be underestimated. With this in mind, it is perhapsThe results, as you will see in the rest of this unsurprising that nearly a half of professionalsreport, were fascinating and clearly show that surveyed across Europe said that businesses thatnot only are social tools being used widely within do not embrace social media will not survive.business today, but that those who are using Eventually, organisations that adopt social tools tothem are already reaping the benefits. break down barriers will benefit versus those that stay stuck in silos.While there is a wealth of data to pore over,three findings really peaked my interest. The firstis that, contrary to what we’re often told about Sebastien Marottethe younger generation of workers driving the VP of Google Enterprise, EMEA How social technologies drive business success 1
  • Executive summaryTimewasting, a distraction and a drain on resources Almost a half (46%) of professionals want toare all accusations that have been levelled at the make greater use of social tools:use of social tools in business – but as the digital • A third (32%) are using external social media,revolution gathers apace, are these still valid? such as Google+, Facebook, Twitter or LinkedIn, for work related purposes every dayTo find out, we commissioned this comprehensiveEuropean study with Millward Brown, gathering • A quarter (23%) are using in-house social tools (setopinions from 2,700 professionals across France, up for use by people within the business) daily,Germany, Italy, the Netherlands, Spain, Sweden over a half (57%) use them at least once a weekand the UK. • Only a quarter never use in-house social toolsWe wanted to understand how social tools arebeing used in business; who is using them andwhat for, their benefits and challenges and howthey are affecting people’s work and careers. Wespoke with people who need to collaborate withcolleagues to achieve their objectives and here’swhat we found out – these findings, and more, areexplored throughout the report.Who is using social tools? SwedenWhich countries are the most enthusiastic usersof social tools? UK Spain 74% Italy 74% Netherlands UK 65% Germany Sweden 62% France 61% Netherlands 55% France Germany 53% Italy0 10 20 30 40 50 60 70 80 Spain % How social technologies drive business success 2
  • Most professionals are enthusiastic about the High growth companies are more likelypotential social tools have to improve the way to be using social tools to fuel success:they work, the most enthusiastic found in/ • 59% of professionals in high growthamong: organisations are using social tools to improve• Spain and Italy business outcomes such as increasing sales and attracting and retaining clients• Senior managers • 81% of these ‘dynamic’ businesses that are• High growth companies using social tools report a significant impact• Retail, Consumer/FMCG and Creative industries on growth/expansion• SMEs with an international reach • 80% of high growth companies are using social tools to improve ‘connectivity’ (such asToday professionals are using social tools for: collaboration and knowledge sharing)• Finding people, information or expertise more High flyers are twice as likely to be using social quickly (41%) tools• Collaboration and knowledge sharing (37%) • 86% of frequent users have recently been• Widening personal networks, building promoted, and 72% say they are likely to be professional relationships, raising profile and promoted, compared to 61% and 39% of non- creating communities (34%) users• Reducing the volume and length of emails (31%) • Over a third (38%) are very satisfied with their jobs – compared to 18% of non-usersSocial Tools are expected to be a powerful • 64% are very likely to recommend theiringredient within successful businesses: workplace – compared to 42% of non-users• 70% of professionals believe social tools will change business strategy Frequent users of social tools are more optimistic• 69% think businesses that embrace them will grow faster than those that don’t • 59% expect the performance of their organisation to improve over the next year,• 68% believe businesses that embrace social compared to just 38% of those that never use tools will find it easier to attract and keep the them best people• Professionals estimate that productivity could Universal agreement that social tools can save be increased by nearly 20% through the use time on common tasks of social tools • Professionals think that two hours a week could be saved on common tasks such as dealing withSenior managers are enthusiastic about the emails, travelling to meetings and searching forpotential social tools have to boost business the most relevant person for a taskperformance:• Nearly three-quarters (71%) are using them at least once a week, compared to 49% of those in more junior roles• Three quarters say: – They will change the way businesses operate in the future – They have, where used, enabled them to be more productive – Businesses that embrace them will grow faster than those that don’t How social technologies drive business success 3
  • How are social toolsbeing used today?Improving how information flows In fact, people are primarily using social toolsProfessionals are using social tools to achieve to find information, people, or expertise morenumerous tasks and objectives. Far from being quickly (41%), followed by improving co-a time-drain, those using them agree that operation, collaboration and knowledge sharingthey enable better communication with their (37%), widening personal networks, buildingcolleagues, leading to improved cooperation – professional relationships, raising profiles andparticularly for those that work with people in creating communities (34%) and bringing togetherother locations. ideas and thoughts from a geographically dispersed team.“They greatly improve the contribution and development of ideas. In my case, as an architect The majority of those using social tools think they and section manager, they help me and my group have had a big impact on different aspects of their to put ideas forward and brainstorm at any time work - nearly three-quarters (72%) say that they and in any place.” have significantly improved bringing together – Team Leader, Creative/Design, Spain ideas and thoughts from a geographically dispersed team and over two-thirds (68%) think“I can communicate quickly with colleagues in other collaboration and knowledge sharing, and countries and get immediate answers.” building professional relationships have been – Junior Executive, Content Management, UK substantially enhanced.Chart 1: Use and impact of social tools to Used forconnect people and share ideas (connections) Significant impact Improving co-operation, Widening personal network, Bringing together ideas Internal blogs, activity Building teams with the collaboration, knowledge building professional and thoughts from a streams, status updates, best possible skill set sharing relationships, raising profile, geographically dispersed messaging, polling creating communities team 20% 34% 29% 26% 37% 68% 68% 72% 59% 64% How social technologies drive business success 4
  • Driving business success Among those using social tools it is professionalsTwo-thirds (67%) of professionals using them in Spain and Italy who have the most positivebelieve that social tools have had a significant perceptions of their impact. In Spain, for example,impact on the growth of their organisation. 63% 89% of professionals believe social tools havesay they have enabled their businesses to be significantly improved innovation (compared tomore competitive and 60% believe they have the European average of 64%). Those in Swedenallowed them to increase sales and to attract and and The Netherlands are more doubtful of theretain the best talent (59%). The lowest figures for impact. The respective figures for perceiveda perceived impact on attracting talent were seen reduction in volume of emails is 26% and 22%,in Germany (27%). compared to the 57% European average.Adoption in industryWhich industries are the most enthusiastic users ofsocial tools and business networking applications? 77% 59% Creative/Media Manufacturing 74% Consumer/FMCG 72% Retail 57% 67% Transport Telecoms/IT 64% Professional services 66% WholesaleChart 2: Use and impact of social tools Used forto achieve business goals (outcomes) Significant impact Being more Increasing Faster growth/ Attracting and keeping competitive sales expansion the best talent 18% 16% 26% 24% 68% 68% 72% 59% How social technologies drive business success 5
  • How will social toolsbe used tomorrow?Business growth Increased productivityThree-quarters (76%) of senior managers believe Many professionals think that using social toolsbusinesses that embrace social tools will grow will increase productivity – by an average of 20%faster than those who ‘ignore’ the technology. across Europe in fact – with the biggest potentialMeanwhile, 53% believe that businesses will not for time saving on everyday tasks. For example,survive unless they embrace social. Nearly three- they think social tools could:quarters (71%) say that businesses that embrace • Reduce the volume of emails by 25%the use of social tools in the workplace will find iteasier to attract and keep the best talent. • Reduce the number of meetings and conference calls by 23% Frequent users estimate a total of three hours a week could be saved on each of these tasks. They also believe speed of service delivery will increase by 27% and financial performance improve by 24%.Chart 3: Perceptions of social tools’ impact on Senior managersbusiness ‘success’ (% agree) Frequent users Social tools will change The most successful Businesses will not Businesses that embrace Businesses that embracethe strategy businesses ad businesses will be those survive unless they social tools will grow the use of social tools will opt in order to operate that fully embrace the use embrace social tools faster than those who find it easier to attract and successfully of social tools within their ignore it keep the best talent organisations 75% 72% 53% 76% 71% 82% 82% 62% 83% 79% How social technologies drive business success 6
  • Professionals in Germany, Sweden and The “Those who use information in faster and broaderNetherlands are less likely to recognise the ways will grow stronger and will be moretangible benefits social tools might bring. competitive. Those who do not will (depending onEstimates of improvements in productivity in what they do) be marginalised and eventually willthese countries are at least 5% lower than the become insignificant or extinct.”European average. In contrast professionals – Junior Executive, IT/Systems, the UKin Spain were by far the most positive, with anestimated 31% increase in productivity and a 28%increase in financial performance being attributedto the power of social tools.The greatest time saving is thought to be throughreduction in travel to meet clients and colleaguesin other offices (2.8 hours per week estimatedsaving on client visits rising to 3.5 among frequentusers).Chart 4: Estimated time saving (hours) fromusing social tools – by grade Hours saved 0 1 2 3 Total Frequent users 2.4 Never used Reading/sending emails 3.2 1.4 2.8 Travelling to meet clients 3.5 1.6 2.9 Travelling to see colleagues in 3.4 other offices/locations 1.8 2.5 In internal meetings 3.2 1.4 2.5 General discussion of ideas/ 3.2 proposals etc with colleagues 1.4 Time spent finding inform- 2.7 ation/person most relevant 3.3 to a particular task or subject 1.7 Meeting your main 2.4 objectives e.d. reporting/ 3.1 delivering to clients 1.4 How social technologies drive business success 7
  • Senior managerslead by exampleSenior managers strongly endorse the use of Three-quarters (75%) of those senior executivessocial tools for business purposes, and are surveyed using them said that social tools willenthusiastic about their role in the workplace. change business strategy, stating that they hadContrary to popular belief that the use of social already been able to improve the followingtools in business will be driven by the younger aspects of their business:generation, senior executives use social tools • Bringing together ideas and thoughts frommore frequently – with nearly three-quarters a geographically dispersed team (79%)(71%) of those surveyed using them at least oncea week compared to a half (49%) of those in more • Productivity (76%)junior roles. Over a half (54%) expect social tools • Ability to find information, people and expertiseto help productivity, compared to just 39% of more quickly (72%)those in a junior role.Chart 5: Perceived impact of social tools Allon business activity over next two years – Senior managersby grade (% saying significant impact) Junior role60% 59 58 54 55 5450% 50 50 48 47 48 47 45 44 4340% 41 39 37 3330%20%10% 0% Ability to find Widening personal Bringing together Creativity and Efficient use of Attracting and information, people, networks, building ideas and thoughts innovation – time/productivity keeping the best expertise more professional relation- from a geographi- generating new talent quickly ships, raising profiles, cally dispersed team ideas/angles/ creating communities approaches etc How social technologies drive business success 8
  • When asked to take a two-year view, senior “The current generation is growing up with socialmanagers’ demonstrated the strength of their media; if you do not use it at all you are virtuallyconviction. They, more than others, expect social untraceable as a company.”tools to facilitate creativity and innovation as – Senior Management, HR/Personnel, Netherlandswell as attract the best talent. Again, we see thestrongest passion in Italy, with professionals inThe Netherlands and Sweden less convinced.Senior managers believe that the use of socialtools within their organisation could, on average,reduce the time spent on common tasks such asemailing and attending meetings by more than25%. However, they think the biggest saving (29%)could come from reducing the time spent findingthe most relevant information or people for aparticular task. Speed of decision making is alsoseen as an area that can be improved by the useof social tools – by 26%.Employee use of social toolsWho is the biggest user of social tools in theworkplace? compared to 71% senior managers 49% of those in a more are using social tools junior role at work at least once a weekChart 6: Predicted percentage improvement Senior managersassociated with use of Social Tools – by grade Junior role30% 26 2420% 22 22 22 21 21 22 20 19 19 1810% 0% Level of Speed of decision Standards/Quality Speed of product Speed of service Overall Productivity making of work development delivery growth/Financial Performance How social technologies drive business success 9
  • Fast growth companies usesocial tools to fuel successProfessionals in the fastest growing companies High growth companies in the UK seem to bewe talked to (those claiming over 10% growth in most proactive in employing social tools to2011) are making the greatest use of social tools drive success, with 88% using them to improveto achieve success. ‘connectivity’ with others at work (such as improved levels of co-operation or creation of theFuelling faster growth and expansion best-skilled teams), 72% to improve productivityAmong the ‘dynamic’ businesses using social tools to and 70% for improved business outcomes. Thisachieve specific outcomes, 81% report a significant is in contrast to Germany where the lowestimpact on growth/expansion; 80% on team’s number of professionals say they use social toolscollaboration and knowledge sharing. Meanwhile to support business success; here 41% of high66% have employed social tools to help them to growth companies using social tools say they aredrive elements of efficiency and productivity and using them to achieve business outcomes.59% to improve business outcomes such as salesand to attract and retain talent. Frequent users of in-house social tools are more than twice as likely to be working in high growth companies and only in Sweden and Germany is the pattern less distinct.Chart 7: Extent to which social tools have Negativeimproved aspects of work – by business Over 10%growth (% seeing significant improvement)80% 81 75 77 76 72 77 68 6960% 63 5840%20% 0% Faster growth / Bringing together ideas Improving co-operation, Widening personal Finding information, expansion and thoughts from a geo- collaboration, knowledge network, building people, expertise graphically dispersed team sharing professional relationships more quickly How social technologies drive business success 10
  • Improving qualityHigh growth companies are also significantlymore likely than others to be using social toolsto improve quality of work and enhance creativityand innovation, highlighting the role socialtools can play in helping employees to generatenew ideas and to take a fresh approach tothe way they collaborate with colleagues. Thisis particularly true in Italy, where 70% of thefastest growing companies are using social toolsto improve quality and support innovation, incontrast to Germany where just 28% are usingsocial tools to improve quality of work.Social tools and business growthUse of social tools to achieve business growth: 59% 76% 53%of professionals in high of senior managers think that businesses growth organisations believe businesses that will not surviveare using social tools to embrace social tools unless they embraceimprove business will grow faster social tools outcomes How social technologies drive business success 11
  • High-flyers use socialtools to get aheadSuccessful workers are twice as likely to be active Those most likely to recommend their workplaceusers of social tools. 86% of frequent users say are also frequent users of in-house social tools,they have recently been promoted and 72% say with 64% of the most regular users statingthey are likely to be promoted, compared to 62% they are ‘extremely’ likely to recommend theirand 39% of non-users. organisation to someone thinking of working there, compared to just 42% of those who neverMoreover, they are happier in their jobs – over use them.a third (38%) of frequent users of social tools arevery satisfied with their jobs, compared to 18% These findings demonstrate the significant impactof non-users. that social tools can have on an organisation’s ability to attract, retain and develop talent.They also consider their work to be moreinteresting (60% compared to 42%) and expect “It says something about the organisation; oftento have many more opportunities within the next a sign of confidence in the employee that they maytwo years (36% compared to 19%). make free use of internet and social media, people thrive better in their environment and they will therefore work faster and more efficiently.” – Frequent user, Junior Exec, HR/Personnel, NetherlandsSocial tools and career performance Frequent usersComparison between staff using social tools and Non-usersthose not using them: Have recently been promoted Are very likely to 100 recommend their Expect to be workplace promoted 80 Are very Expect their company’s satisfied performance to improve with their jobs 60 % 40 20 0 How social technologies drive business success 12
  • ConclusionsThis report shows that the use of social toolsin business is here to stay. They improve internalefficiencies while deepening relationshipsamong employees and providing customersand stakeholders with the improved goods andservices that tend to result from more joined upthinking.Most organisations now appreciate the need toembrace social media to communicate, marketand sell; perhaps now is the time for a similarrevolution to take place as regards the use ofsocial tools within the workplace; to grab theopportunity to improve and enhance internalprocesses and attract and retain the best talent.Some organisations have already seen thepotential and acted upon it. Given that manyof these are thriving within challenging economiccircumstances their example is one worthfollowing. How social technologies drive business success 13
  • Appendix:Research methodologyGoogle commissioned this pan-Europe research Quotas were set on the following demographics instudy to assess the use and impact of social tools order to achieve a robust sample for comparativewithin large and multi-site organisations; where analysis within the most relevant target audience:collaboration is an important element of success. • Private vs. public sector/not for profitThe objective was to review current relevance organisationsand perceived importance of social tools inbusinesses. • Working in senior roles (Board level, reporting into board, or Practice Head) vs. junior rolesAn online survey, designed by Millward Brown • Use vs. never use social media for work-relatedCorporate (London), was completed by 2,700 purposesexecutives between 24th February and 14thMarch 2012. The number of interviews per The figures in this report quoted for the Europeancountry is as follows: ‘average’ are based on weighted data (see profile in tables below). Each country’s contribution toFrance .................................................................. 502 the total is in proportion to its GDP; as publishedGermany ............................................................. 520 by Eurostat. As a result the data from Germany,Italy ...................................................................... 305 for example, have a greater influence on theThe Netherlands ................................................ 303 overall results than those from smaller economiesSpain .................................................................... 300 such as The Netherlands or Sweden.Sweden ............................................................... 250UK ........................................................................ 520 In addition, the data are weighted to ensure that each country can be compared on a ‘like forAll 2,700 respondents were currently working like basis’ as regards to the use of Social Tools,full-time in non-manual, office-based roles. They seniority of respondents and sector (commercialwere drawn from organisations having at least 50 vs. not for profit):(if operating from a single site) or 25 employees(if the organisation had multiple sites). All The weighting factor for sector reflects the projectrespondents work in a role that, to some extent, design whereby we wanted to focus on therequires collaboration with colleagues – they often experiences of commercial enterprises;collaborate on projects with colleagues withintheir own team/division or with those in other For seniority we wanted to ensure that thefunctions, divisions, offices or in other countries. study contained a good representation of peopleThe survey was only completed by employees working outside the higher levels of organisationswho were able to access and use social media for and could provide an ‘operational’ viewpoint.work-related purposes in their workplace (either Among those who do use social tools, actualvia personal accounts on Facebook, LinkedIn, frequency was allowed to fall out naturally andGoogle+ etc. or internal social media applications weighting factors (reflecting average frequencyrun by their employer). A ‘control group’ of those across all countries) were applied to enable ‘likenever using social tools was included for the for like’ comparisons.purposes of comparison. How social technologies drive business success 14
  • The weighted profile of the data is as follows: This report discusses the findings from the survey as a whole while paying particular attention toEuropean Total: ‘Frequent Users’; ‘High Growth Companies’; and ‘Senior Managers’. These groups of people areSize of economy (GDP) defined as follows:Germany ............................................................. 26%France .................................................................. 20% Frequent users: 23% of total sampleUK ........................................................................ 18% Every day or almost every day they use socialItaly ...................................................................... 16% media/communities that have been specificallySpain .................................................................... 11% set up by their organisation for exclusive use byNetherlands ......................................................... 6% its people.Sweden ................................................................. 4% Note: frequent users of in-house social tools are most often found in:SectorPrivate/Commercial .......................................... 85% • Italy (33%), France (26%)Public/Not for profit .......................................... 15% • Aged 16-24 (26%) or 25-34 (27%)Seniority • Consumer/FMCG (31%), Wholesale (28%), creative/Senior/Mid-level Executives ............................. 40% media (27%) and professional services (27%)Junior Executives ............................................... 60% High growth companies: 15% of total sampleFrequency of use of Social Tools Those reporting domestic year on year growthFrequent (daily/almost) .................................... 36% (2011 vs. 2010) greater than 10%.Often (most days/weekly) ................................ 36%Occasionally (monthly) ..................................... 16% Senior managers: 17% of total sampleNever ................................................................... 12% Those describing themselves as part of their organisation’s “Top level management/Board” or part of the “Senior Management” group such as the Head of an Office or Division who reports into the board. Note: This is not a representative survey of ALL workplaces; it reflects the view of executives in ‘collaborative’ non-manual roles within medium and large organisations, mainly within the private sector. How social technologies drive business success 15