A dialogue on Social Business Manifesto Emanuele Scotti, Rosario Sica

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A dialogue on Social Business Manifesto Emanuele Scotti, Rosario Sica

  1. 1. rn frome newd things,ng old dialogue on Social Business Manifesto Aw things Emanuele Scotti | Rosario Sica OpenKnowledge co-foundersthesis n°3 - Powered by
  2. 2. The enterprise of the future will be more fluid, more reactive and more resilient
  3. 3. Social Business: why•  New environment: turbolence, discontinuity, globalization•  New competitive drivers: service, speed•  New customer: Social Customers•  New communication platform
  4. 4. Social Business: what’s this?•  An organization that has put in place the strategies, technologies and processes to systematically engage all the individuals of its ecosystem (employees, customers, partners, suppliers) to maximize the co-created value
  5. 5. Social Business figures•  Adoption of social technologies by enterprises is strongly increasing•  Employee want social networking tools•  The benefits expected and produced are drawn from the full enterprise eco- system: inside, outside, extended enterprise•  The strategic adoption of social technologies is building a new kind of organization: the connected enterprise•  Connected enterprises are experiencing better performance in marketing, operation, innovation Source: OpenKnowledge 2012, Cisco 2011, McKinsey 2011, IBM 2011-2012, Deloitte Consulting, BlessingWhite 2011
  6. 6. Social Business Manifesto•  We started to write the theses of Social Business•  We’ll share with you along with the antitheses that we experience often in our job•  We would like to engage all of you to get to 95 theses
  7. 7. Add your own thesis to the Manifesto or tweet it with #sbmthesisPowered by
  8. 8. Theses AntithesesPowered by Theses Antitheses
  9. 9. Theses AntithesesPowered by #2 Organisations Antithesis #2are conversations
  10. 10. Theses AntithesesPowered by #2 Organisationsare conversations Charlie Chaplin, Modern times (1936)
  11. 11. Theses Antitheses Powered by #3 Entropy is born from trying to use Antithesis #3 new tools to do old things, or fromusing old tools to do new things
  12. 12. Theses Antitheses Powered by #3 Entropy is born from trying to use new tools to do old things, or fromusing old tools to do new things
  13. 13. Theses Antitheses Powered by #4 E-mail has been overtaken by more Antithesis #4open and emergingexchange platforms.Organizations shouldabolish their internal use of e-mail
  14. 14. Theses Antitheses Powered by #4 E-mail has been overtaken by moreopen and emergingexchange platforms.Organizations shouldabolish their internal use of e-mail Massimo Troisi, Il postino (1994)
  15. 15. Theses Antitheses Powered by #6 The road must be the culture of risk: Antithesis #6new perspectives do not open up without risks
  16. 16. Theses Antitheses Powered by #6 50 45 The road must be 40 35 the culture of risk: 30 25 Nokia 20 Applenew perspectives do 15 10 not open up 5 0 2007 2008 2009 2010 2011 2012 2013 without risks Un player di un’altra industry raggiunge e supera il market leader Market share of global Smartphone market
  17. 17. Theses AntithesesPowered by #7 Clients know the products much Antithesis #7 better than the companies that produce them
  18. 18. Theses AntithesesPowered by #7 Clients know the products much better than the companies that produce them Kriptonite, Bloster
  19. 19. Theses Antitheses Powered by #8Those who work expect in some way to be able Antithesis #8 to participate in the organizational project;malaise is generated bythe impossibility of this participation
  20. 20. Theses Antitheses Powered by #8Those who work expect in some way to be able to participate in the organizational project;malaise is generated bythe impossibility of this participation Engagement in Europe by generation Blessing White Inc. 2011
  21. 21. Theses Antitheses Powered by #30Clients, like employees, are looking for acontact and a dialogue Antithesis #30but instead find rubber walls with high- sounding names: callcentres, customer care, direct lines
  22. 22. Theses Antitheses Powered by #30Clients, like employees, are looking for acontact and a dialoguebut instead find rubber walls with high- sounding names: callcentres, customer care, Usual customer experience through call center direct lines
  23. 23. Theses Antitheses Powered by #31Consultants strengthen the status quo: they try to bring complexity to the Antithesis #31 pre-established order butby doing this they increase entropy as they simply move the disorder to another level
  24. 24. Theses Antitheses Powered by #31 Audit the auditor!?Consultants strengthen the status quo: they try to bring complexity to the pre-established order butby doing this they increase entropy as they simply move the disorder to another level NDTV, Enron Bankrupt (2001/10)
  25. 25. Theses Antitheses Powered by #9 In order to see newphenomena we need Antithesis #9to build new tools of analysis and measurement
  26. 26. Theses Antitheses Powered by #9 In order to see newphenomena we needto build new tools of analysis and measurement Benigni-Troisi, Non ci resta che piangere (1985)
  27. 27. Theses Antitheses Powered by #10 Organisations are living organisms. Antithesis #10 Even beforegenerating products they generate and transform knowledge
  28. 28. Theses Antitheses Powered by #10 Organisations are living organisms. Even beforegenerating products they generate and transform knowledge W. Allen, Everything You Always Wanted to Know About Sex (1972)
  29. 29. Theses AntithesesPowered by #14The weak point of Antithesis #14 knowledgemanagement is the management
  30. 30. Theses AntithesesPowered by #14The weak point of knowledgemanagement is the management Totò, Totò a colori (1967)
  31. 31. Theses Antitheses Powered by #15Collaboration is the challenge for Antithesis #15 modern organizations. Wehave only just begun to deal with this
  32. 32. Theses Antitheses Powered by #15Collaboration is the challenge for modern organizations. Wehave only just begun to deal with this J. Velasco (2009): Il non-gioco di squadra
  33. 33. Theses Antitheses Powered by #16 Collaboration does not (only) mean Antithesis #16coordination, planning, and role management. Collaboration means putting collectiveintelligence to good use
  34. 34. Theses Antitheses Powered by #16 Collaboration does not (only) meancoordination, planning, and role management. Collaboration means putting collectiveintelligence to good use J. Cameron, Titanic (1997)
  35. 35. Theses Antitheses Powered by #18 Organizations that are Antithesis #18“overly” structured risk extinction
  36. 36. Theses Antitheses Powered by #18 Organizations that are“overly” structured risk extinction Source: Burt, R. (2005), Brokerage and Closure: An Introduction to Social Capital, Oxford University Press.
  37. 37. Theses Antitheses Powered by #23 An economic crisis is Antithesis #23 also a crisis of management modelsand work organization models
  38. 38. Theses Antitheses Powered by #23 An economic crisis is also a crisis of management modelsand work organization Vision Leadership Values models Alberto Sordi, Il Vigile (1960) Strategic planning Balanced Scorecard Structure
  39. 39. Powered by #1Chaos is simplicity that we cannot see yet
  40. 40. We dedicate this speech to a friend who is no longer with usNicola Silvestri (1959-2012)
  41. 41. Thanks!Dialogue continues at www.socialbusinessmanifesto.com Twitter: #sbmthesis Add your own thesis to the Manifesto or tweet it with #sbmthesis Powered by

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