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Socialising the Enterprise: it’s also about the process - Andrew Gilboy

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    Socialising the Enterprise: it’s also about the process - Andrew Gilboy Socialising the Enterprise: it’s also about the process - Andrew Gilboy Presentation Transcript

    • <Insert Picture Here>Socialising the Enterprise – it’s also about the processSocial Business Summit8th May 2011Andrew GilboyVice President E2.0 EMEA
    • Introduction Andrew Gilboy VP E2.0 EMEA Oracle
    • Introduction Andrew Gilboy VP Social Business EMEA Oracle
    • Agenda•  Social and Business?•  Music Industry and my son Tom•  “Social Business Processes”•  Threat or Opportunity?•  Oracle Strategy
    • • Social and Business?
    • SocialorBusiness?…everyone is now online and there is a huge powershift Monowara Talukder
    • • My son Tom and the Music Industry
    • 1996: Tom wanted to learn a musicalinstrument
    • 2001: Tom got bored with the violin… •  2001 – bought him his first electric guitar •  Aged 11 performing in front of 400  •  iPod first released •  Napster shut down
    • 2003: Attended all the music eventsnearby •  Tom aged 12 •  Global CD Sales peaked at $40bln •  Music Festivals are booming •  iTunes launched
    • 2006: launched a band •  2006: aged 15, launched a band on MySpace •  Called “Paradox” – (already >1,000 other bands by the same name!) •  Paid €380 to hire a studio and print 300 CD’s and sold them at €4 each •  TV ‘Chart’ shows ended •  2007: iPhone Launched •  iTunes announced its 6 billionth download
    • 2008: leaves the band, goes solo •  2008: Spotify Launches •  Global CD Sales drop 30% •  MySpace declines as Facebook dominates •  High Street Music chains disappear
    • 2009 •  Tom goes to University •  2009: Amazing Radio Launches •  Tom uploads his first peer-to-peer song “Shoot them later”
    • 2010: Crowd-funding for new bands •  Barriers to producing and distribution music fall rapidly
    • 2010: Crowd-sourcing for individualsongs •  2010 •  Individual Music tracks now being crowdsourced •  “Mash-up” came from music •  Tom sells his first songs online
    • 2010 Personalisation engines feed the “LongTail” •  2010 •  Music sales charts no longer published
    • 2011: Social Media for sharing musicchoice with friends becomes widespread •  MySpace changes to a Music Site •  Apple annouces the iCloud music and storage service
    • Today: Music is everywhere ..but the industry says it is in crisis
    • Since my Tom picked up a guitar ten years ago:•  The barriers to creation of music disappeared•  The barriers to distribution of music disappeared•  The process of producing music changed•  The process of buying music radically changed•  The process of choosing music radically changed•  The process of listening to music changed•  The process of sharing music radically changed•  The process of storing music has radically changed•  ……….
    • New Social Business Processes in theMusic Industry
    • “Social Business Processes”**”why process barfs on social” – Sameer Patel Nov 2009
    • It used to be just ‘left brainers’ using technology Left-brained Right-brained Thinking Feeling Objects Everyone People Analysis Connections Linear Else Spatial Logical Artistic Past Future Programmers Factual ConceptualReproduced from John Newton - AlfrescoImage:WIRED Magazine Issue 13.02 – Feb 2005
    • Right-brained people have ‘socialised’ technologyReproduced from John Newton -Alfresco
    • And new ‘Social Business Processes’ have emerged •  Idea Engines •  Prediction Markets •  Crowdsourcing •  Crowdfunding •  Social CRM •  HR On Boarding •  Prosumer feedback •  Global Peer Production •  Personalisation engines •  Peer-to-Peer networks •  Expertise Location •  External Enterprise Contest •  Broadcast Search •  Reviews and Ratings •  Collaborative Product Design •  Collaborative Service •  Response Mobilisation •  Enterprise Mashups •  Online Community driven self service
    • These ‘Social Business Processes’ impact existing Processes•  Idea Engines •  Product Development•  Prediction Markets •  Customer Approval•  Crowdsourcing •  Accounts payable•  Crowdfunding •  Shipping request•  Social CRM •  Forecast•  HR On Boarding•  Prosumer feedback •  Order Fulfillment Order Processing•  Global Peer Production •  Quality Assurance•  Personalisation engines •  Fleet Management•  Peer-to-Peer networks•  Expertise Location •  Customer Training•  External Enterprise Contest •  Billing Budget•  Broadcast Search •  Employee Development•  Reviews and Ratings •  Disaster Recovery•  Collaborative Product Design •  Research and Development•  Collaborative Service •  Order Entry•  Response Mobilisation •  Returns Management•  Enterprise Mashups •  Support Escalation•  Online Community driven self service
    • New Social Business Models Emerge Basing on 70 case studies, a survey of 65 CIO and a community discussion with experts, three E2.0 models are emerging in the companies: 1.  Open Enterprise (OE) 1. Open •  tending to a great extension and opening of the virtual Enterprise workspace boundaries in 3. Social terms of access methods and Enterprise external players 2.  Adaptive Enterprise (AE) •  focused on the flexibility and reconfigurability in corporate 2. Adaptive process Enterprise 3.  Social Enterprise (SE) •  aiming to create new collaboration, knowledge- sharing and relation management modelsMariano Corso, Andrea Pesoli, School of Management, Polytechnic of Milano.Antonella Martini*, Faculty of Engineering, University of Pisa
    • Social Business Process Impact1.  With everyone online, every employee can talk to customers, prospects and partners.2.  Every Customer, prospect and Partner can make their voice heard to any employee3.  Customers, prospects and Partners don’t care what department you’re in - “Involuntary Transparency”4.  New systems will be needed to centralise data and standardise online engagement so customers and partners have an ‘holistic experience.’Adapted from: Jeremiah Owyang - Altimeter Group - Four Laws of Social Business
    • • Social Business Processes: • Opportunities and Threats
    • Opportunities and Threats“The imperative for business leaders is clear: falling behind in creating internal and external. networks could be a critical mistake”.
    • Threat: Peer-production: Cars
    • Opportunity – Crowdsourced car
    • Threat: peer-2-peer Finance
    • Opportunity: Finance; New Rapid CustomerAcquisition through Adaptive Processes
    • Opportunity: Customer Intimacy: Open and Adaptive Enterprise B2B Portal at Alcatel-Lucent Multi-lingual / multi-region Integrated Search Cover greater number of customers Consolidate disparate systems Extend the Enterprise Faster delivery of new products and services Role based Improve Service access single sign on Integrates ERP, CRM, ECM, and 2.0 2.0 Community Personalised tools eg Implemented bycontent driven forums, blogs, by integrated idea engine CMS
    • Threat: “Involuntary Transparency”
    • Opportunity: Voluntary Transparency throughCitizen Online Engagement: “Open and Social”
    • Social Business Processes grouped Leveraging •  Production /distribution / the Crowd innovation / marketing € •  Removing the middleman Customer •  Opening up the enterprise Intimacy •  Social CRMTransparency •  Opening up the enterprise •  Customer driven self service
    • The Oracle Strategy
    • Threats or Opportunities?1.  With everyone online, every employee can talk to customers, prospects and partners.2.  Every Customer, prospect and Partner can make their voice heard to any employee3.  Customers, prospects and Partners don’t care what department you’re in - “Involuntary Transparency”4.  New systems will be needed to centralise data and standardise online engagement so customers and partners have an ‘holistic experience.’Adapted from: Jeremiah Owyang - Altimeter Group - Four Laws of Social Business
    • Oracle’s Enterprise 2.0 Solution:User Experience Platform Oracle WebCenter Suite Oracle WebCenter Oracle Fusion Applications Oracle Content Management Suite
    • Oracle WebCenter Suite: User eXperience Platform (UXP)The Modern User Experience Platform for the Enterprise and the Web Oracle Fusion Middleware Oracle WebCenter Suite Modern User Experience Platform Sites Composite Social Content 42
    • We eat our own dogfood
    • Closing Thoughts
    • “Social BusinessProcesses” aretransformingindustriesThere are hugeopportunities, butthere are also seriousthreatsProperly integratinginto existing systemsrequires carefulplanning
    • Acknowledgments and References•  Jeremiah Owyang - Altimeter Group - Four Laws of Social Business•  Open Knowledge –  Emanuele Quintarelli –  Andrea Pesoli•  Sovos Group –  Sameer Patel•  Dachis Group –  Dion Hinchcliffe –  E2.0 Adoption Council•  Lithium Technologies•  Rick Mans CapGemini•  Vikram Seti – Infomentum•  Mariano Corso, Andrea Pesoli, School of Management, Polytechnic of Milano.•  Antonella Martini, Faculty of Engineering, University of Pisa•  The Content Economy http://www.thecontenteconomy.com –  Oscar Berg•  Social Computing Journal•  Gartner•  Oracle E2.0 EMEA LinkedIN groupBooks•  Macrowikinomics – Don Tapscott•  Crowdsourcing Handbook by Dan Bell•  Mesh: Why the Future of Business is Sharing [Hardcover]•  Lisa Gansky•  Trust Agents - by Chris Brogan and Julien Smith•  Wikinomics – Don Tapscott•  Enterprise 2.0: New Collaborative Tools for Your Organizations Toughest Challenges by Andrew Mcafee
    • Thank you for your time
    • Enjoy the rest of the Summit