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Social Business : from user adoption to business adaptation

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Asking employees to carry alone the weight of change is not sustainable. Businesses need to adapt to make new behaviors and practices acceptable, coherent, and logical in people's work environment.

Asking employees to carry alone the weight of change is not sustainable. Businesses need to adapt to make new behaviors and practices acceptable, coherent, and logical in people's work environment.

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  • 1. SOCIAL BUSINESSIt’s notADOPTIONbutADAPTATIONMilan, june 13th 2013
  • 2. BertrandDUPERRINConsulting Director - Nextmodernitybduperrin@nextmodernity.comwww.nextmodernity.com@nextmowww.duperrin.comwww.duperrin.com/english@bduperrin
  • 3. Taken for granted :success is a matter ofADOPTION
  • 4. 90% of social initiatives willFAILSource : Gartner
  • 5. User Adoption
  • 6. Praise driving leftWhile traffic rules still say«drive right»
  • 7. People at theCENTER- of what ? -
  • 8. WHY do people doWHAT they dothe WAY they do it
  • 9. • Only 28% of knowledge workersactually use collaborative tools atleast montly• Only 22% of social workersconsider social softwareindispensable to get work done• 64% of organizations achievedlimited business benefits from E20Source :ForresterNeither BAD nor FADOnly irrelevant in people’scontext
  • 10. We should not expect anapplication to work inenvironments for whichits assumptions are notvalidEliyahu M. GOLDRATT
  • 11. A social business builds andcontinuously improves a systemdesigned to effectively acquire,leverage and develop its intangibleassets to achieve better operationalperformance
  • 12. Some things will NEVER changeby themselves until YOU decideto CHANGE them
  • 13. Strategy• From competitive toadaptative advantage• Run a long term planor catch opportunities?
  • 14. Systems• Rigid or adaptive ?• Embed people’sknowledge in designand execution• Designed for exceptionsand fast-changingenvironments• Are systems ofengagement an isolatedbubble in the corporateIT ?• Are communicationslines formal or informal
  • 15. Skills• What skills for the 21stcentury ?• Hire the right people ornon social so-calledrockstars ?• How do staff improveand acquire skills overtime ? On the job ?
  • 16. Structure• Hierarchy or wirearchy ?• End of economy of scales :small teams achieve betterresults and are moreengaged• Subsidiarity, selforganization, empowerment• Decisions : intuition or factsand deep knowledge, end ofHiPPOs• Reporting managers orservant leaders
  • 17. Style• Top down or bottomup ?• Servant leadership• Collaborative andparticipativemanagement• Lead by the example• Trust or control ?• Open and visible work
  • 18. Staff• New jobs and roles : Chief Data /Digital officers. Have them ?• Hiring people according to skills /staff needs and value or that(would ) have been successfull inyesterday’s world ?• How are peopleevaluated, rewarded ?• Learning / training programs• What motivationalsystems/programs(informal, networked ?)
  • 19. Shared values• What’s your goal, mission ?How do you articulate it ?• What’s your corporate culture ?• Internal competition vs commonsuccess• «Us against the world»b vs.caring about stakeholders• Customer driven ? People-centric ?• Are they enforced intooperations and with theecosystem
  • 20. Do you see any GAP ?Anything planned to bridgeit?
  • 21. Both LOCAL & SYSTEMIC
  • 22. Both ADVOCACY andCHANGE
  • 23. BothUSER ADOPTIONandBUSINESS ADAPTATION
  • 24. Change is a matter ofsensemaking andalignment
  • 25. www.nextmodernity.com@nextmowww.duperrin.comwww.duperrin.com/english@bduperrin

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