0
Social	
  Collaboration	
  
that	
  works	
  
R E S U LT S 	
  O F 	
   T H E 	
  S O C I A L 	
  C O L L A B O R AT I O N...
AGENDA	
  
•  Overview	
  of	
  the	
  Research	
  
•  The	
  State	
  of	
  Social	
  Collaboration	
  	
  
•  The	
  Sec...
AGENDA	
  
•  Overview	
  of	
  the	
  Research	
  
•  The	
  State	
  of	
  Social	
  Collaboration	
  	
  
•  The	
  Sec...
Overview	
  of	
  the	
  research	
  
In	
  a	
  connected	
  and	
  digital	
  society,	
  expectations	
  and	
  behavio...
The	
  domain	
  
The	
  first	
  quantitative	
  study	
  on	
  the	
  maturity	
  level,	
  the	
  potential,	
  the	
  b...
Organizations	
  participating	
  to	
  the	
  survey	
  
Industries	
  
A	
  large	
  portion	
  of	
  our	
  sample	
  c...
AGENDA	
  
•  Overview	
  of	
  the	
  Research	
  
•  The	
  State	
  of	
  Social	
  Collaboration	
  	
  
•  The	
  Sec...
Social	
  Collaboration	
  is	
  a	
  critical	
  business	
  lever	
  

Today

Within a year

Within three
years
Very
Imp...
Efficiency,	
  coordination	
  and	
  reuse	
  are	
  the	
  drivers	
  
Improving internal efficiency
Improving coordinatio...
Top	
  management	
  buy-­‐in	
  as	
  the	
  top	
  success	
  factor	
  
Top management support since
day 1
Enthusiasm a...
Culture	
  and	
  a	
  pervasive	
  understanding	
  still	
  missing	
  
It is not a priority for the company
Culture is ...
That’s	
  why	
  adoption	
  is	
  not	
  there…	
  yet	
  

More than 75%
More than 50%
Between 30%
and 50%
Between 10%
a...
AGENDA	
  
•  Overview	
  of	
  the	
  Research	
  
•  The	
  State	
  of	
  Social	
  Collaboration	
  	
  
•  The	
  Sec...
Its	
  relevance	
  grows	
  with	
  time	
  and	
  adoption	
  

Today

Within a year

Within three years

High levels of...
Understanding	
  the	
  why	
  and	
  a	
  bad	
  cultural	
  fit	
  
ROI and benefits are not tangible
It is not a priorit...
1.	
  Top	
   m anagement’s	
   a 	
   m ust.	
  T he	
   m iddle	
   a t	
   t he	
   b eginning	
  
Top management suppo...
2.	
  A	
  Hybrid	
  roll-­‐out	
  strategy	
  

The project balanced a top-down
strategy with a bottom-up
engagement of e...
3.	
  Putting	
  the	
  people	
  ingredient	
  in	
  there	
  
At least 1part-time resource
assigned to support collabora...
4.	
  Money.	
  Spent	
  in	
  the	
  right	
  way	
  
How	
  big	
  is	
  your	
  overall	
  collaboration	
  budget?	
  ...
5.	
  Measuring	
  to	
  give	
  direction	
  and	
  sell	
  it	
  internally	
  
What	
  are	
  you	
  measuring?	
  

Ar...
6.	
  Social	
  Business	
  is	
  happening	
  already	
  
Internal and external engagement initiatives are already
integr...
AGENDA	
  
•  Overview	
  of	
  the	
  Research	
  
•  The	
  State	
  of	
  Social	
  Collaboration	
  	
  
•  The	
  Sec...
How	
  to	
  get	
  the	
  digital	
  transformation	
  started?	
  
To	
  take	
  the	
  most	
  out	
  from	
  Social	
 ...
AGENDA	
  
•  Overview	
  of	
  the	
  Research	
  
•  The	
  State	
  of	
  Social	
  Collaboration	
  	
  
•  The	
  Sec...
Authors	
  and	
  Contacts	
  

EMANUELE	
  QUINTARELLI	
  
Senior	
  Manager,	
  EY	
  

STEFANO	
  BESANA	
  
Senior	
  ...
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Social collaboration that works

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How to turn your Social Collaboration initiative into a success and into an enabler of strategic value? By having a look at the challenges, best practices and recommended strategies collected with the Social Collaboration Survey, a free quantitative study conducted by Emanuele Quintarelli and Stefano Besana on 300 organizations at the end of 2013.

Published in: Business

Transcript of "Social collaboration that works"

  1. 1. Social  Collaboration   that  works   R E S U LT S  O F   T H E  S O C I A L  C O L L A B O R AT I O N  S U R V E Y   20 13           E m a n u e l e  Q u i n t a r e l l i   &  S t e f a n o   B e s a n a  
  2. 2. AGENDA   •  Overview  of  the  Research   •  The  State  of  Social  Collaboration     •  The  Secret  of  the  Top  Performers   •  From  Collaboration  to  Business  results   •  Authors  and  Contacts  
  3. 3. AGENDA   •  Overview  of  the  Research   •  The  State  of  Social  Collaboration     •  The  Secret  of  the  Top  Performers   •  From  Collaboration  to  Business  results   •  Authors  and  Contacts  
  4. 4. Overview  of  the  research   In  a  connected  and  digital  society,  expectations  and  behaviors  individuals  expose  are  everyday  more  influenced   by  the  weight  of  the  communities  they  belong  to.  Well  beyond  the  personal  dimension,  this  same  social  capital  is   now  making  its  way  into  organizations,  changing  work  practices,  engagement  mechanisms  and  even  the  drivers   behind  firms’  existence.   The  Social  Collaboration  Survey  2013  analyses  connection,  communication,  motivation  and  sharing  dynamics   among  employees  to  surface  the  business  potential,  barriers  and  acceleration  factors  towards  a  new  idea  of  firm.   One  that  is  able  to  address  the  huge  economic  challenges  of  the  coming  years.   To  us,  Social  Collaboration  is   A  set  of  strategies,  processes,  behaviors  and  digital  platforms  that  enable  groups  of  individuals   inside  the  organization  to  connect,  interact,  share  information  and  work  towards  a  common   business  goal   With  the  hope  that  this  study  will  help  in  proving  the  value  Social  Collaboration  can  unlock,  increasing  the   awareness  between  senior  managers,  identifying  effective  roll-­‐out  strategies,  discovering  the  most  impacted   business  processes,  understanding  how  various  organizational  characteristics  influence  project  outcomes.  
  5. 5. The  domain   The  first  quantitative  study  on  the  maturity  level,  the  potential,  the  barriers  and  successful  strategies  for  Social   Enterprise  initiatives.  While  conducted  in  Italy,  its  results  seem  to  resonate  very  well  with  European  and  non   European  countries,  as  verified  by  presenting  them  at  the  recent  Enterprise  2.0  Summit  Paris.   Methodology   •  Online  survey  between  July  -­‐  Sept  2013  on  300  italian  companies,  both  large  and  small,  across  major  sectors   •  The  study  has  addressed  culture,  organization,  processes,  technology,  measurement  to  provide  a  360°   perspective  on  the  state  of  enterprise  collaboration.     Goals   Identifying  accelerating  factors  and  best  practices  that  influence  the  most  internal  communities’  success.   Main  dimensions  analyzed   •  Importance   •  Available  budget   •  Outcomes  measurement   •  Business  drivers   •  Internal  sponsors   •  Integration  with  processes   For  more  information  www.socialcollaborationsurvey.it   •  Organizational  maturity   •  Best  and  worst  practice  in  top  performers   •  Adoption  of  collaborative  tools  
  6. 6. Organizations  participating  to  the  survey   Industries   A  large  portion  of  our  sample  comes  from  the  ICT  sector  (26%).  Other  well  represented  industries  are  Consulting   (16%),  Media  (12%),  Manufacturing  (8%),  Government  (7%)  and  Financial  Services  (7%).   Number  of  employees   52%  of  our  sample  is  made  by  small  organizations  (up  to  100  employees).  At  the  other  extreme,  many  large  (1K  to   5K  employees,  12%)  and  very  large  companies  provided  their  data  (10K  employees,  17%).   Revenues   Most  of  the  organizations  that  took  part  to  the  survey  (47%)  have  revenues  that  don’t  reach  10M  Euros.  A   significant  sample  is  also  made  by  huge  corporations  (20%)  with  revenues  larger  than  1B  Euros.     Involved  Profiles   The  study  includes  common  employees  (29%),  profiles  with  specific  responsibility  on  collaboration  (20%),   consultants  (13%)  and  CEOs  (12%).  
  7. 7. AGENDA   •  Overview  of  the  Research   •  The  State  of  Social  Collaboration     •  The  Secret  of  the  Top  Performers   •  From  Collaboration  to  Business  results   •  Authors  and  Contacts  
  8. 8. Social  Collaboration  is  a  critical  business  lever   Today Within a year Within three years Very Important Not Important
  9. 9. Efficiency,  coordination  and  reuse  are  the  drivers   Improving internal efficiency Improving coordination and team work on projects Enabling knowledge circulation and reuse Finding solutions by asking to the entire company Building employee motivation and a better morale Creating a common identity and connecting employees / departments Enabling bottom-up participated ideation and innovation Locating experts and expertise Staying up-to-date with what your colleagues are doing Embedding collaboration inside business processes Top Priority High Priority Medium Priority
  10. 10. Top  management  buy-­‐in  as  the  top  success  factor   Top management support since day 1 Enthusiasm and motivation among employees Middle management support Enterprise-wide involvement Well structured roll-out and planning Formal incentives for participation A good fitting with organizational culture Employees ready to use collaborative technologies Information incentives for participations Top Priority High Priority Medium Priority
  11. 11. Culture  and  a  pervasive  understanding  still  missing   It is not a priority for the company Culture is not ready ROI and benefits are not tangible Not enough incentives to change behaviors Nobody has time to learn a new tool Not enough budget Colleagues aren’t open to share resources and information It is not aligned to our business goals Fear of loosing control It is a security threat The enabling IT technology doesn’t fit with our architecture Top Priority High Priority Medium Priority
  12. 12. That’s  why  adoption  is  not  there…  yet   More than 75% More than 50% Between 30% and 50% Between 10% and 30%
  13. 13. AGENDA   •  Overview  of  the  Research   •  The  State  of  Social  Collaboration     •  The  Secret  of  the  Top  Performers   •  From  Collaboration  to  Business  results   •  Authors  and  Contacts  
  14. 14. Its  relevance  grows  with  time  and  adoption   Today Within a year Within three years High levels of adoption Not Important Very Important Low levels of adoption
  15. 15. Understanding  the  why  and  a  bad  cultural  fit   ROI and benefits are not tangible It is not a priority for the company Nobody has time to learn a new tool Culture is not ready Colleagues aren’t open to share resources and information Fear of loosing control Not enough incentives to change behaviors Not enough budget It is not aligned to our business goals It is a security threat The enabling IT technology doesn’t fit with our architecture Top driver Important driver Secondary Medium driver Priority High Low Adoption Adoption
  16. 16. 1.  Top   m anagement’s   a   m ust.  T he   m iddle   a t   t he   b eginning   Top management support since day 1 Enthusiasm and motivation among employees Middle management support Well structured roll-out strategy Enterprise-wide involvement Good fit with organizational culture Employees’ readiness to adopt new technologies Informal incentives Formal incentives Top driver Important driver Secondary driver High Low Adoption Adoption
  17. 17. 2.  A  Hybrid  roll-­‐out  strategy   The project balanced a top-down strategy with a bottom-up engagement of end users The project has mostly followed top management guidelines The project is born out of the motivation and needs expressed by end users High levels of adoption Low levels of adoption
  18. 18. 3.  Putting  the  people  ingredient  in  there   At least 1part-time resource assigned to support collaboration Some resources use their spare time to support collaboration At least 1 full-time crossdepartmental resource assigned to support collaboration Nobody formally assigned to support collaboration At least 1 full-time departmental resource assigned to support collaboration High levels of adoption Low levels of adoption
  19. 19. 4.  Money.  Spent  in  the  right  way   How  big  is  your  overall  collaboration  budget?   < 10K Euros Which  dimensions  is  the  budget  allocated  to?   Budget balanced among the 3 dimensions 10K - 50K Euros Budget mostly on the strategic dimension > 500K Euros Budget mostly on technological implementation 100K - 500K Euros Budget mostly on training, change management, community management 50K - 100K Euros High levels of adoption Low levels of adoption Other answers
  20. 20. 5.  Measuring  to  give  direction  and  sell  it  internally   What  are  you  measuring?   Are  targets  reached?   Both participation and business metrics Mostly participation metrics We have been able to reach our targets Improvement noticed but targets still not reached We overcome performance targets Mostly business metrics Metrics are defined but not really used We don’t use any metric We are near to reaching our targets High levels of adoption Low levels of adoption
  21. 21. 6.  Social  Business  is  happening  already   Internal and external engagement initiatives are already integrated An integration between internal and external engagement initiatives is expected but not yet planned An integration between internal and external engagement initiatives is planned for the next 2 years An integration between internal and external engagement initiatives is not planned I don’t’ know High levels of adoption Low levels of adoption
  22. 22. AGENDA   •  Overview  of  the  Research   •  The  State  of  Social  Collaboration     •  The  Secret  of  the  Top  Performers   •  From  Collaboration  to  Business  results   •  Authors  and  Contacts  
  23. 23. How  to  get  the  digital  transformation  started?   To  take  the  most  out  from  Social  Enterprise  initiatives,  the  results  of  the  Social  Collaboration  Survey  suggest   organizations  should  delve  attention  to:   •  Analyze  the  initial  cultural  readiness  of  the  organization  and  its  employees  towards  collaboration  in  order  to   know  the  effort  needed  to  change  and  plan  accordingly.   •  Tie  collaboration  to  specific  (and  shared)  business  goals  with  the  aim  to  materialize  relevant  measurable   outcomes  for  the  top  management.   •  Co-­‐design  the  change  with  impacted  individuals  to  exactly  comprehend  the  context  where  work  happens,  its   improvement  potential  and  how  to  transfer  ownership  to  end-­‐users.     •  Subordinate  technological  decisions  to  infomational  and  operational  needs  without  forgetting  usability,  social   usability  and  integration  with  existing  IT  systems.     •  Keep  cultivating  employees  communities  by  introducing  the  appropriate  skills  in  terms  of  comunication,   facilitation,  mediation  and  relationship  weaving.     •  Consider  organizational  evolution  as  the  end  goal  as  this  is  the  only  way  to  make  change  stick  and  scale.  This   requires  training,  guidelines,  policies,  centers  of  excellence  and  governance  mechanisms.    
  24. 24. AGENDA   •  Overview  of  the  Research   •  The  State  of  Social  Collaboration     •  The  Secret  of  the  Top  Performers   •  From  Collaboration  to  Business  results   •  Authors  and  Contacts  
  25. 25. Authors  and  Contacts   EMANUELE  QUINTARELLI   Senior  Manager,  EY   STEFANO  BESANA   Senior  Consultant,  EY   www.socialenterprise.it   @absolutesubzero   www.sociallearning.it   @stefanobesana       The  Social  Collaboration  Survey  is   a  free  and  public  study.  Its  results   have  been  published  in  the  Social   Collaboration  Survey  Report.     For  additional  details  and  to   download  the  full  report  (in   italian),  please  visit   www.socialcollaborationsurvey.it     If  you  want  to  reach  out  to  us  or  to   get  help  with  your  own  Social   Collaboration  initiative,  please  get   in  touch  at:     •  Skype:  emanuelequintarelli   •  Skype:  stefanobesana    
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