SOCIAL BUSINESSIt’s notADOPTIONbutADAPTATIONMilan, june 13th 2013
BertrandDUPERRINConsulting Director - Nextmodernitybduperrin@nextmodernity.comwww.nextmodernity.com@nextmowww.duperrin.com...
Taken for granted :success is a matter ofADOPTION
90% of social initiatives willFAILSource : Gartner
User Adoption
Praise driving leftWhile traffic rules still say«drive right»
People at theCENTER- of what ? -
WHY do people doWHAT they dothe WAY they do it
• Only 28% of knowledge workersactually use collaborative tools atleast montly• Only 22% of social workersconsider social ...
We should not expect anapplication to work inenvironments for whichits assumptions are notvalidEliyahu M. GOLDRATT
A social business builds andcontinuously improves a systemdesigned to effectively acquire,leverage and develop its intangi...
Some things will NEVER changeby themselves until YOU decideto CHANGE them
Strategy• From competitive toadaptative advantage• Run a long term planor catch opportunities?
Systems• Rigid or adaptive ?• Embed people’sknowledge in designand execution• Designed for exceptionsand fast-changingenvi...
Skills• What skills for the 21stcentury ?• Hire the right people ornon social so-calledrockstars ?• How do staff improvean...
Structure• Hierarchy or wirearchy ?• End of economy of scales :small teams achieve betterresults and are moreengaged• Subs...
Style• Top down or bottomup ?• Servant leadership• Collaborative andparticipativemanagement• Lead by the example• Trust or...
Staff• New jobs and roles : Chief Data /Digital officers. Have them ?• Hiring people according to skills /staff needs and ...
Shared values• What’s your goal, mission ?How do you articulate it ?• What’s your corporate culture ?• Internal competitio...
Do you see any GAP ?Anything planned to bridgeit?
Both LOCAL & SYSTEMIC
Both ADVOCACY andCHANGE
BothUSER ADOPTIONandBUSINESS ADAPTATION
Change is a matter ofsensemaking andalignment
www.nextmodernity.com@nextmowww.duperrin.comwww.duperrin.com/english@bduperrin
Social Business : from user adoption to business adaptation
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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.

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Social Business : from user adoption to business adaptation

  1. 1. SOCIAL BUSINESSIt’s notADOPTIONbutADAPTATIONMilan, june 13th 2013
  2. 2. BertrandDUPERRINConsulting Director - Nextmodernitybduperrin@nextmodernity.comwww.nextmodernity.com@nextmowww.duperrin.comwww.duperrin.com/english@bduperrin
  3. 3. Taken for granted :success is a matter ofADOPTION
  4. 4. 90% of social initiatives willFAILSource : Gartner
  5. 5. User Adoption
  6. 6. Praise driving leftWhile traffic rules still say«drive right»
  7. 7. People at theCENTER- of what ? -
  8. 8. WHY do people doWHAT they dothe WAY they do it
  9. 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. 10. We should not expect anapplication to work inenvironments for whichits assumptions are notvalidEliyahu M. GOLDRATT
  11. 11. A social business builds andcontinuously improves a systemdesigned to effectively acquire,leverage and develop its intangibleassets to achieve better operationalperformance
  12. 12. Some things will NEVER changeby themselves until YOU decideto CHANGE them
  13. 13. Strategy• From competitive toadaptative advantage• Run a long term planor catch opportunities?
  14. 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. 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. 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. 17. Style• Top down or bottomup ?• Servant leadership• Collaborative andparticipativemanagement• Lead by the example• Trust or control ?• Open and visible work
  18. 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. 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. 20. Do you see any GAP ?Anything planned to bridgeit?
  21. 21. Both LOCAL & SYSTEMIC
  22. 22. Both ADVOCACY andCHANGE
  23. 23. BothUSER ADOPTIONandBUSINESS ADAPTATION
  24. 24. Change is a matter ofsensemaking andalignment
  25. 25. www.nextmodernity.com@nextmowww.duperrin.comwww.duperrin.com/english@bduperrin
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