Social Business Design

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Presentation given by Jeff Dachis of Dachis Group at Enterprise 2.0 San Francisco 2009.

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Social Business Design

  1. 1. E2.0 2009 Social Business Design @jeffdachis jeff@dachisgroup.com http://www.dachisgroup.com
  2. 2. Le Enterprise Est Mort, Vive Le Enterprise! ® 2009 Dachis Group. Confidential and Proprietary 2
  3. 3. 15 years of Technology Transformation ® 2009 Dachis Group. Confidential and Proprietary 3
  4. 4. Social Business Design | November 4, 2009 Everything that can be digital, will be. ® 2009 Dachis Group. Confidential and Proprietary 4
  5. 5. Social Business Design | November 4, 2009 Exciting times ® 2009 Dachis Group. Confidential and Proprietary 5
  6. 6. Social Business Design | November 4, 2009 Interesting times ® 2009 Dachis Group. Confidential and Proprietary 6
  7. 7. Social Business Design | November 4, 2009 We have all been there. ® 2009 Dachis Group. Confidential and Proprietary 7
  8. 8. The Song Remains the Same The Promise of Nothing New g ® 2009 Dachis Group. Confidential and Proprietary 8
  9. 9. Social Business Design | November 4, 2009 Business is based on People, Process, and Technology Systems • The enterprise wants to provide and receive value • The enterprise wants people to want to be involved and invested where they spend their time • The enterprise wants a process that encourages p p people to be involved and values their contribution • The enterprise wants systems that enable people to be involved in a process so they can most efficiently pro ide efficientl provide and receive value. recei e al e ® 2009 Dachis Group. Confidential and Proprietary 9
  10. 10. The Enterprise Is The Business ® 2009 Dachis Group. Confidential and Proprietary 10
  11. 11. Social Business Design | November 4, 2009 The Enterprise is not IT. e te p se s ot • The Enterprise is made up of the People, Processes, and p p p , , Technology Systems that are used to exchange value in every area of the business. - St focusing on only IT. Stop f i l IT - You are missing 2/3 of the picture. ® 2009 Dachis Group. Confidential and Proprietary 11
  12. 12. Social Business Design | November 4, 2009 The Enterprise is ALL of the business • . • The Enterprise represents ALL parts of a businesses - Employees - Customers content ecosystem y support - Shareholders commerce ecosystem services - Business Partners - Suppliers developer application ecosystem ecosystem - Distributers cloud services products supply chain ecosystem ® 2009 Dachis Group. Confidential and Proprietary 12
  13. 13. Social Business Design | November 4, 2009 People, Process, and Technology Systems have not yet adapted... ® 2009 Dachis Group. Confidential and Proprietary 13
  14. 14. Social Business Design | November 4, 2009 ....While the shape of the Enterprise has p p changed ® 2009 Dachis Group. Confidential and Proprietary 14
  15. 15. Inescapable Trends ® 2009 Dachis Group. Confidential and Proprietary 15
  16. 16. Social Business Design | November 4, 2009 Our world is truly getting wired Source: Nielsen ® 2009 Dachis Group. Confidential and Proprietary
  17. 17. Social Business Design | November 4, 2009 The wires are getting faster Source: Pew Internet & American Life Project, July 2008 ® 2009 Dachis Group. Confidential and Proprietary
  18. 18. Social Business Design | November 4, 2009 IT consumerization is upon us co su e at o s upo ® 2009 Dachis Group. Confidential and Proprietary
  19. 19. Social Business Design | November 4, 2009 Co su e eb Consumer web apps proliferate p o e ate ® 2009 Dachis Group. Confidential and Proprietary 19
  20. 20. Social Business Design | November 4, 2009 We buy supe co pute s at the mall e supercomputers t e a Source: Apple ® 2009 Dachis Group. Confidential and Proprietary
  21. 21. Social Business Design | November 4, 2009 And provide access to everyone... d p o de e e yo e Source: One Laptop Per Child ® 2009 Dachis Group. Confidential and Proprietary
  22. 22. Social Business Design | November 4, 2009 We share opinions on everything Source: antigone78 on Flickr ® 2009 Dachis Group. Confidential and Proprietary
  23. 23. Social Business Design | November 4, 2009 C oud computing s ea ty Cloud co put g is a reality ® 2009 Dachis Group. Confidential and Proprietary
  24. 24. Social Business Design | November 4, 2009 Work demands a “always on” mentality o de a ds an a ays o e ta ty ® 2009 Dachis Group. Confidential and Proprietary
  25. 25. Social Business Design | November 4, 2009 Social technologies keep us informed Source: McKinsey & Company ® 2009 Dachis Group. Confidential and Proprietary
  26. 26. But not so fast... ® 2009 Dachis Group. Confidential and Proprietary
  27. 27. Social Business Design | November 4, 2009 Consumers are increasingly skeptical Source: Edelman ® 2009 Dachis Group. Confidential and Proprietary
  28. 28. Social Business Design | November 4, 2009 Participation isn’t scalable... isn t ® 2009 Dachis Group. Confidential and Proprietary 28
  29. 29. Social Business Design | November 4, 2009 ...because individuals don t scale don’t ® 2009 Dachis Group. Confidential and Proprietary 29
  30. 30. Social Business Design | November 4, 2009 People are people Source: CarbonNYC on Flickr ® 2009 Dachis Group. Confidential and Proprietary 30
  31. 31. Social Business Design | November 4, 2009 Communication remains largely unidirectional ® 2009 Dachis Group. Confidential and Proprietary
  32. 32. Social Business Design | November 4, 2009 Work still happens in silos ® 2009 Dachis Group. Confidential and Proprietary
  33. 33. Social Business Design | November 4, 2009 We have endless po t so ut o s not e a e e d ess point solutions ot platforms ® 2009 Dachis Group. Confidential and Proprietary
  34. 34. Social Business Design | November 4, 2009 Businesses are overloaded with data ® 2009 Dachis Group. Confidential and Proprietary
  35. 35. Social Business Design | November 4, 2009 How will you govern? Source: Ambidanze on Flickr ® 2009 Dachis Group. Confidential and Proprietary
  36. 36. Social Business Design | November 4, 2009 What policies do you have in place? ® 2009 Dachis Group. Confidential and Proprietary
  37. 37. Pulling it Together ® 2009 Dachis Group. Confidential and Proprietary 37
  38. 38. Social Business Design | November 4, 2009 The industrial economy has evolved and requires some fresh thinking to realize its potential. Today, we live in a network economy. We need a network centric organizational model. organi ational model dachisgroup.com ® 2009 Dachis Group. Confidential and Proprietary 38
  39. 39. Social Business Design | November 4, 2009 A shift towards social business New distributed, collaborative, and agile organizations are able to surpass current barriers to growth in order to create new value ® 2009 Dachis Group. Confidential and Proprietary
  40. 40. Social Business Design ® 2009 Dachis Group. Confidential and Proprietary 40
  41. 41. Social Business Design | November 4, 2009 An organizational framework for doing business in a networked economy • Social Business Design is the intentional creation of socially i i l i f i ll calibrated and dynamic business systems, process and culture. ® 2009 Dachis Group. Confidential and Proprietary 41
  42. 42. Social Business Design | November 4, 2009 An organizational framework for doing business in a networked economy • The Goal: Enhanced value exchange among constituents with Improved and emergent business outcomes b i t ® 2009 Dachis Group. Confidential and Proprietary 42
  43. 43. The Archetypes of Social Business Design ® 2009 Dachis Group. Confidential and Proprietary 43
  44. 44. Social Business Design | November 4, 2009 Four Archetypes for Social Business Design ® 2009 Dachis Group. Confidential and Proprietary
  45. 45. Social Business Design | November 4, 2009 Ecosystem y dachisgroup.com From Disparate Silos To Connected Nodes F Di Sil T C dN d ® 2009 Dachis Group. Confidential and Proprietary
  46. 46. Social Business Design | November 4, 2009 A network of nodes and connections Source: ethorson on Flickr ® 2009 Dachis Group. Confidential and Proprietary
  47. 47. Social Business Design | November 4, 2009 Core and Extended Extended Core ® 2009 Dachis Group. Confidential and Proprietary 47
  48. 48. Social Business Design | November 4, 2009 Ecosystem (connection systems) - An expanded constituent base including core and extended - A robust, integrated network of nodes and connections - A h li ti technology holistic t h l dachisgroup.com d hi architecture - Strong and weak ties - Active and ambient awareness Disparate Silos To Connected Nodes From ® 2009 Dachis Group. Confidential and Proprietary
  49. 49. Social Business Design | November 4, 2009 Hivemind dachisgroup.com From Hoarding To Collaborating ® 2009 Dachis Group. Confidential and Proprietary
  50. 50. Social Business Design | November 4, 2009 A primary social calibration p y Source: Larry Tomlinson on Flickr ® 2009 Dachis Group. Confidential and Proprietary
  51. 51. Social Business Design | November 4, 2009 ® 2009 Dachis Group. Confidential and Proprietary
  52. 52. Social Business Design | November 4, 2009 ® 2009 Dachis Group. Confidential and Proprietary
  53. 53. Social Business Design | November 4, 2009 Hivemind (culture) - A primary social calibration - Active Participation - Active Engagment - Active Involvement dachisgroup.com From Hoarding To Collaborating ® 2009 Dachis Group. Confidential and Proprietary
  54. 54. Social Business Design | November 4, 2009 Dynamic Signal dachisgroup.com From Static To Dynamic - “Communication as work, not for work” , ® 2009 Dachis Group. Confidential and Proprietary
  55. 55. Social Business Design | November 4, 2009 Dynamic signal • real time communication real-time • human and machine signals • signals from relevant transmission points • updates on location d t l ti • monitors and acts upon signals of others ® 2009 Dachis Group. Confidential and Proprietary
  56. 56. Social Business Design | November 4, 2009 ® 2009 Dachis Group. Confidential and Proprietary
  57. 57. Social Business Design | November 4, 2009 Dynamic signal (communication process) - Dynamic real time y signals of all nodes in dachisgroup.com the ecosystem - A new mode of transparent authorship and ownership - Creates efficiencies From Static To Dynamic - “Communication as work, not for work” ® 2009 Dachis Group. Confidential and Proprietary
  58. 58. Social Business Design | November 4, 2009 Metafilter dachisgroup.com From Filter Failure To Clear Signals “Finding meaning in all the noise” ® 2009 Dachis Group. Confidential and Proprietary
  59. 59. Social Business Design | November 4, 2009 Diverse data sets need co te t e se eed context Source: Nicolas Felton 2007 Annual Report ® 2009 Dachis Group. Confidential and Proprietary
  60. 60. Social Business Design | November 4, 2009 ® 2009 Dachis Group. Confidential and Proprietary
  61. 61. Social Business Design | November 4, 2009 Analyze for meaning Source: Nielsen Online ® 2009 Dachis Group. Confidential and Proprietary
  62. 62. Social Business Design | November 4, 2009 Classify and focus the analysis “Reasons I am frustrated with the general public: 1. Everyone is running around like a chicken with their head cut off talking about the &*%$ swine flu...” 2009-04-30 2009-04- Mainstream pharmacy sites repost press release: “US Swine Flu Deaths Hit Double Digits.” 2009-05-21 2009-05- Source: Nielsen Online ® 2009 Dachis Group. Confidential and Proprietary
  63. 63. Social Business Design | November 4, 2009 Metafilter (filter, measure) - Filter tag sort Filter, dachisgroup.com - Define constructs for measurment - Analyzing for meaning - Define relevance - Amplify relevance From Filter Failure To Clear Signals “Finding meaning in all the noise” ® 2009 Dachis Group. Confidential and Proprietary
  64. 64. Challenges: Its Early ® 2009 Dachis Group. Confidential and Proprietary 64
  65. 65. Social Business Design | November 4, 2009 A hiveminded dynamically signaling, hiveminded, signaling metafiltered ecosystem will perform exponentially better. p y ® 2009 Dachis Group. Confidential and Proprietary 65
  66. 66. Social Business Design | November 4, 2009 We are all working hard, but lets work smarter • Eliminate the duct tape and bubble gum • Focus on People, Process, and Technology People Process • Create an overarching plan: - Systems Architecture (holistic and agnostic) - Cultural Change Management - Process Evaluation a d Reorganization ocess a uat o and eo ga at o - Governance, Leadership, Accountability, Investment and return - Measurement strategy- measure the right things ® 2009 Dachis Group. Confidential and Proprietary 66
  67. 67. Social Business Design | November 4, 2009 Social business design applied ® 2009 Dachis Group. Confidential and Proprietary 67
  68. 68. Social Business Design | November 4, 2009 Why Social Business Design? Improved I d = & + Emergent Outcomes •Adaptable business practices •Cost savings and efficiencies •Improved collaborative processes •Informed social marketing strategies •Customer growth, retention and sustainability •New product & service offerings/innovations •Expansion into new markets E i i t k t ® 2009 Dachis Group. Confidential and Proprietary 68
  69. 69. How ready are you for social business? ® 2009 Dachis Group. Confidential and Proprietary 69
  70. 70. The Enterprise is dead. Long live the Enterprise! ® 2009 Dachis Group. Confidential and Proprietary 70
  71. 71. Thank You. ® 2009 Dachis Group. Confidential and Proprietary 71
  72. 72. Dachis Group Jeffrey Dachis Chief Executive Offi Chi f E ti Officer jeff@dachisgroup.com http://www.dachisgroup.com http // dachisgro p com 512-275-7830

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