Breaking down the walls of the Social Enterprise

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Turning the Social Enterprise into a strategic initiative based on the Social Collaboration Survey 2013 results (http://www.socialcollaborationsurvey.it)

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Breaking down the walls of the Social Enterprise

  1. 1. BREAKING DOWN THE WALLS OF THE SOCIAL ENTERPRISE Some data-driven insights
 Emanuele Quintarelli Digital Transformation & Social Enterprise, EMEIA Advisory Center at EY Enterprise 2.0 Summit, Paris 2014 Page 1
  2. 2. IS THE SOCIAL ENTERPRISE FINALLY CLEAR FOR TAKE OFF? Page 2
  3. 3. THE SOCIAL ENTERPRISE IS GROWING Even more important to those already along the journey 54% of companies consider Social Collaboration very important today and 75% in 3 Page 3 years. (64% and 82% respectively)
  4. 4. IT GENERATES VALUE Improving internal efficiency (43%), increasing coordination on projects (30%), enabling knowledge circulation and reuse (40%) among the top drivers of Social Collaboration Page 4
  5. 5. BUT IT IS NOT IN A GOOD SHAPE…. At 54% of organizations employee adoption is stuck At only 7% of companies the entire workforce is virtually on between 10% and 30% board (>75% of employees) Page 5
  6. 6. IN SEARCH for the WHY & CULTURAL FIT Social Enterprise is not a priority or culture is not ready for 60% of laggards vs 36% of top performers 40% of both top performers and laggards struggle with ROI and not enough tangible benefits Page 6
  7. 7. HOW TO TURN THE SOCIAL ENTERPRISE INTO A STRATEGIC OPPORTUNITY? Page 7
  8. 8. THE TOP & MIDDLE MANAGEMENT BUY-IN Support by the senior leadership is the top adoption factor among the leaders (68% vs 47% of laggards) Page 8 Middle management is a barrier only for laggards (24% vs 14% of the leaders)
  9. 9. A HYBRID ROLL-OUT STRATEGY A well structured roll-out strategy is key in successful projects (41% vs 18% of others) Page 9 Projects balanced a top-down strategy with a bottom-up engagement of end users 2 times more when adoption is reached
  10. 10. THE PEOPLE INGREDIENT Half of laggards have no one formally in charge of collaboration That’s 5 times more than successful companies Page 10
  11. 11. MONEY WHERE IT MATTERS 56% of laggards have virtually no money for collaboration. Top performers have at least 100K Euros of yearly budget 3.5 times more Leaders have a budget balanced between strategy, technology and change management 50% more than others Page 11
  12. 12. MEASURE TO STEER AND SELL 50% of laggards have no measurement in place vs 9% of leaders Top perfomers use business metrics 3 Page 12 times more than followers
  13. 13. SOCIAL BUSINESS IS HERE ALREADY Internal and external engagement initiatives are already integrated for 36% of the top performers vs 5% of the laggards End-to-end social business projects are planned in the next 2 years for 23% of the top performers vs 7% of the laggards Page 13
  14. 14. Emanuele Quintarelli Emanuele Quintarelli Digital Transformation and Social Enterprise EMEIA Advisory Center at EY Digital Transformation & Social Enterprise EMEIA Advisory Center of Excellence at EY Twitter: @absolutesubzero Skype: emanuelequintarelli @absolutesubzero - http://www.socialenterprise.it Source: Social Collaboration Survey 2013 by Emanuele Quintarelli & Stefano Besana Source: Web: http://www.socialcollaborationsurvey.it Social Collaboration Survey by Emanuele Quintarelli & Stefano Besana http://www.socialcollaborationsurvey.it Page 14

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