Best Practices for Building a Social Enterprise


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Webinar with Rob Koplowitz, Vice President, Principal Analyst serving CIO professionals at Forrester Research, to discover how best-in-class companies are leveraging the latest trend of building a Social Enterprise.

You will learn how collaboration in Business Intelligence – the hub of corporate decision making – can help you drive decisions more quickly, more efficiently, and with greater relevancy.

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  • Hello and welcome to our webinar. My name is Kseniya, I’m the marketing director at Panorama Software and I will be your host for today’s webinar. We have a very special guest speaker joining us today – Rob Koplowitz, a VP and Principal Analyst at Forrester Research. And together with Rob, we’re going to discuss Social Enterprise and what are the best practices for enabling collaboration and leveraging the power of many in the organisation.So the focus of today’s webinar is to really understand what Social Enterprise concept is about, how it can benefit your company, where do you really begin and how can you succeed. We will show you a 5-minute product demo of a Socially-enabled BI solution at the end of the session, but other than that – today’s session is all about learning and understanding this new trend of Social Enterprise and learning from Rob what are the key milestones to succeed in it.By the way, as we go, please feel free to ask questions and challenge Rob using the gotowebinar tool – we’re saving a lot of time at the end for the live Q&A session.
  • Let’s start with a simple question that some of you might be wondering about right now. What is Social Enterprise exactly?Well, traditionally, the term Social Enterprise has referred to a company’s social mission of philanthropy, charity or pursuing a noble cause.However, in the last few years, Social Enterprise has changed its meaning to define new type of organizations that are utilizing a new level of connectivity within the corporate world, leveraging the social grid to share information and ideas.How did we get here?
  • Well, this is how we’re making our daily decisions in our personal lives – on tripadvisor, facebook, linkedin, etc.For example, if you are a trying to buy a new kettle online and you see one that you want to buy on a retailers website; it looks nice, you know the price, you know how this price compares to other websites, the retailer tells you it’s a great kettle… however, to make a truly informed and effective decision as to whether to spend your money on this kettle or not, you rely on social input – the opinions of others who have tried and tested the kettle, which you can view in the customer reviews, before you buy it. Unless you seek that insight you potentially run the risk of dishing your cash on something that looks great but isn’t quite right for you.
  • In your organization you are making far more important, business critical decisions than just buying a kettle, without the insight of your colleagues, without being able to effectively share and more importantly discuss information with your peers. Besides, if you think about it - people, more than ever, are embracing everything social – we now possess the means in social media, search engines, apps and mobile technology to share information with one another on an unprecedented scale. In addition, thanks to finding new ways to talk to one another, we are becoming increasingly adapted to communicating in this way – with no technology background or training needed. One could even argue that people are now becoming increasingly comfortable in being social within a social media environment, more often than not choosing to text or tweet a friend as opposed to picking up the phone, meeting for a coffee, or writing a letter. If this is the way society is heading, interaction in the workplace has to reflect this.
  • So enterprise applications are starting to embed those popular social features to allow collaborative work, toleverage the power of many.And we are seeing a change in methodology from One-to-many, like Emails, document sharing, and portals that represent a “broadcast” communications paradigm, that you can see on the left. To the many-to-many paradigm that Social technologies are driving, as depicted on the right, where all the resources are being centered around the idea, that’s available to everyone, anywhere, at any time.
  • And this is how the Social Enterprise has emerged. We are seeing more and more tools that address social aspect. Whether you’re using new interaction and team collaboration tools such as yammer, jive, lync or even sharepoint. We are embracing blogs, wikis, - even CRM systems are becoming social. And this is still very much the infrastructure world, but in the world of the enterprise, the core of ERP, manufacturing, retail, financial services, supply chain, human resources – how are they going to break out of their mode of transaction oriented system into the engagement system? Well, we believe that to be successful, it all should start with Analytics, Business Intelligence and what we call Collaborative Decision Making.
  • BusinessIntelligence is the hub of the organization decision making, and there’s nothing that can benefit more from collaboration than decisions, because decisions are dependent on teamwork & input from cross-teams, this is the best place for you to crowd source your decisions and share your insights with others in the organization.
  • If you look at the main goals that companies that deployed social solution identify as the most important – they are all revolving around sharing of best practices, facilitating cross-departmental collaborations, identifying expertize within the company. This is why BI, your hub of ideas and decision making, should be the place to really benefit from collaboration.
  • By the way, you might be surprised to hear this, but Social Enterprise is not just a trend that everyone’s talking about, but a lot of companies have already implemented and leveraging social applications for their competitive advantage.And here are some interesting numbers form the Altimeter Group anaysts to prove it:Most organizations are still early in their social business maturity, with 33% of respondents saying that they only conducting trials and trying to formalize the strategy. However about 40% of companies confirmed that they already have advanced or matured Social Business strategy across Most or Entire enterprise.
  • On that note, I’d like hand it over to Rob to speak about his findings at Forrester Research, explain us in details who is driving this Social trend in organisations, who would gain the most benefit from it, where do you begin and what are the best practises advice he can share for those that are considering, or already implementing enterprise social applications.And after that, we’ll show you what a real socially-enabled BI application looks like. By the way, if you think it’s just comments and discussions on a report – please stay tuned and I’m sure you’ll be surprised with some unique features that you will see in the demo.
  • [N]At the outset we need a vision.When the US entered the space race we set out with a vision of landing a man on the moon. We didn’t know how we were going to get there. We didn’t have all the technology answers. But we had a clear vision of where we were going.Well the same is true for building a social business. I’m not saying it’s as hard as landing a man on the moon – though some of you may challenge me on that – but we need to think about what will be the ultimate impact of social technologies on our business. Back in the early 90’s I might have been asking you to think about how email could transform your business – you might have got some things right and many wrong, but if you hadn’t planned for it you would have been left playing catch up to your faster, more nimble rivals.So what does our vision look like? [click]
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  • Thank you very much Rob for the great presentation, and before we dive into a quick demo where you’ll see Social BI in action, let’s take a step back and see what collaboration in BI looks like today.It’s clear that the insight itself does facilitate better decisions and more efficient business processes, but powerful insight comes not just from data and not just from what one person see’s and thinks. We make decisions both large and small by combining the data available to us with the opinions, advice, experiences, expertise, and recommendations from the people we trust.And yet today all collaboration is mostly done through email. Users are forced to switch tools and contexts and use emails, together with telephone,collaboration platforms, and other tools to discuss what they are seeing in their BI applications. They have to manually switch back and forth and attempt to bridge the gap between data based insights and insights gained through interactions with peers and colleagues.So by the time this information has been shared with everyone that need to contribute, the likelihood is that this information will be out of date.
  • And when we talk about social BI, we are talking about more than just repackaging of existing capabilities like emailing links, downloading to spread sheets, or accessing BI content via a portal. Social Business practice and insights mean far more than just an overwhelming of technology options that the user has to pull together manually – there is no use in just adding to the pot of reporting tools and workplace collaboration options in various portal tools, the approach would be at the very least confusing and disjointed, and most likely to be ineffective.The key to success is to ensure that collaboration and insight are streamlined into a whole new approach in sharing data which will allow users to adapt the way they work and discover to fit in with the more familiar way of sharing and discussing knowledge and making decisions.
  • With that, I’d like to switch gears now and give you a quick demo of what Social Business Intelligence is. And after that, we’ll open the floor to questions – please keep them coming!
  • So Necto represents what we call a Business Intelligence 3.0 solution – it is a Socially-enabled solution that is context aware and delivers relevant information to users,helping them shorten the time from data to action. And it’s based on 3 main pillars:1 – Collaborative Decision Making - Necto also enables collaboration on data-specific insights, allowing all users to work together, share insights and build corporate knowledge base 2 –Automated Insights and Recommendations that would really benefit the business users. It’s the most intuitive BI application that automatically recommends relevant and personalized information to business users, helping them discover hidden insights that they were unaware of before.3 – And of course - Advanced Analytics – Necto offers the most advanced analytical capabilities for the analysts, that allows them to play with the data in any way they can think of, without any boundaries.And all that in done in a unified, self-service and easy to use environment that requires minimal IT involvement.
  • What do you get from Collaborative Decision Making?Faster move from data to action. With relevancy and through the power of collaborative decision making, data has a more direct linkage to action. When you see something wrong, the data will tell you where it is going wrong and why. So decision makers are able to directly act on the information. You saw how simple Necto is to use – it’s a true self-service BI application that doesn’t require special skills and can be mastered by business users and executives. So even those who have 0 analytical experience, will still enjoy working with Necto, and we are seeing a significant increase in the adoption rates among business users and analysts alike. By collaborating inside the BI system, collaboration drives consensus and thus – better decisions. You are able to connect people worldwide, create ad-hoc teams on the fly – and all of them are looking at the same data, they all have a single version of the truth, and so all the management meetings become much more productive.- And through collaboration inside the system, you are enhancing the information by adding notes and comments, in a sense – you are adding peoples’ expertise along with the analytics result.So you are not just sharing the information with people and comments on it, but when you make a decision based off these assets, you can later track and figure out what decision was made, and leverage that for knowledge transfer and to improve best practices. And that enables you to build your corporate knowledge base.Most organizations don’t have a good idea of what best practice is around business intelligence because they don’t document it and don’t go back and look at it again.Collaborative technologies allow you to bring in all the relevant resources and also to document that, so you can build that central knowledge base right where the data is.
  • Best Practices for Building a Social Enterprise

    1. 1. Best Practices for Building a Social EnterpriseGuest Speaker:Rob Koplowitz,Vice President, Principal Analyst Serving CIO ProfessionalsForrester Research 1
    2. 2. What is Social Enterprise, anyway? 2
    3. 3. We live in a Social World
    4. 4. How can it be mirrored in the enterprise? 4
    5. 5. Social Enterprise MethodologyLeveraging the Power of Many 5
    6. 6. The “Social Has emerged!Enterprise” CRM .Net/ Phones Java The Old enterprise Office& Reports Emails
    7. 7. Social Enterprise Starts with BI
    8. 8. 8
    9. 9. 9
    10. 10. Best Practices for Building a Social EnterpriseRob Koplowitz,Vice President, Principal Analyst Serving CIO ProfessionalsForrester Research 10
    11. 11. Best Practices for Building a Social EnterpriseRob KoplowitzVice President, Principal AnalystOctober 23, 2012 © 2009 Forrester Research, Inc. Reproduction Prohibited
    12. 12. It starts with a vision
    13. 13. Use The POST Method To Plan For Success • Target audience People • Social profile • Business outcome Objectives • How success will be measured • How to achieve the objectives Strategy • Policy, people & processes • Social technologies Technology • Information & integration
    14. 14. Demand for social comes from… 1% 38% 35% 26% Seniors Baby Boomers Gen Xers Gen Yers b. 1920-1945 b. 1946-1965 b. 1966-1979 b. 1980-2000 Base: 1,382 US information workers who use social software at least monthly Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey
    15. 15. And it comes from heavy users of BI and Analytics Social software users are: Managers, directors, or executives (49%) Well compensated (52% make more than $60K a year) Late workers (Average 43.53 hrs/week & average 6.91 hrs working outside the office)
    16. 16. Use The POST Method To Plan Implementation • Target audience People • Social profile • Business outcome Objectives • How success will be measured • How to achieve the objectives Strategy • Policy, people & processes • Social technologies Technology • Information & integration
    17. 17. Understand your business objectives  Business outcomes  What will change?  How will you measure success?  Tie to business goals
    18. 18. Use The POST Method To Plan Implementation • Target audience People • Social profile • Business outcome Objectives • How success will be measured • How to achieve the objectives Strategy • Policy, people & processes • Social technologies Technology • Information & integration
    19. 19. Business value factors Scoring Score What percent improvement do we expect in the process? 1=1% 5=5% Does the process directly increase revenue, reduce expense, or 1=No improve customer experience? 5=Yes Are key participants highly compensated? 1=No 5=Yes What is the level of risk that this wont work? 1=High risk 5=Low riskBusiness value scoreViability factors How difficult will it be to get people to work differently? 1=Very hard 5=Very easy Are worker goals and objectives aligned with success of the initiative? 1= no 5= yes Are the business process owners on board and ready to address 1= no potential change? 5= yes Will existing processes or systems need to be re-architected? 1=yes 5=noViability score
    20. 20. Highest likelihood of rapid business valueEase of drivingchange Sales Strategic alignment Marketing Training HR New product development Operations Manufacturing Customer Service Business value Business value
    21. 21. Use The POST Method To Plan Implementation • Target audience People • Social profile • Business outcome Objectives • How success will be measured • How to achieve the objectives Strategy • Policy, people & processes • Social technologies Technology • Information & integration
    22. 22. Back to our vision…
    23. 23. It starts with fundamental decisions Progress on the current path of ...or take a radical new approach manned flight
    24. 24. Integrate the tools the worker needs, in context Are we getting optimal results? BI/ Analytics Critical Business Why? Why not?, Activity Who knows?Social What else? Content, UCC…
    25. 25. Ten Steps To Develop A Social Business Strategy26 © 2012 Forrester Research, Inc. Reproduction Prohibited
    26. 26. 1. Design a social business ecosystem27 © 2012 Forrester Research, Inc. Reproduction Prohibited
    27. 27. 2. Gain executive support28 © 2012 Forrester Research, Inc. Reproduction Prohibited
    28. 28. 3. Define where BI and Social are game changers Sample capability map Provide parts & Direct to consumer Maintain competitive Deliver outstanding service customer Customer facing capabilities online sales distribution channel customer service support Optimize Supply chain capabilities World-class Manage vendors High quality Forecast future inventory to logistics handling strategically production market demand future demand Research and Influence brand Corporate capabilities Attract and retain Use technology to innovate new image through Manage finances top talent enable capabilities products marketing
    29. 29. 4. Establish a social business council30 © 2012 Forrester Research, Inc. Reproduction Prohibited
    30. 30. 5. Select from competing strategies to invest, pilot and support
    31. 31. 32 © 2012 Forrester Research, Inc. Reproduction Prohibited
    32. 32. 7. Empower employees to solve customer & business challenges
    33. 33. 8. Plan social public relations
    34. 34. 9. Engage customers in conversations35 © 2012 Forrester Research, Inc. Reproduction Prohibited
    35. 35. 10. Measure business impact always36 © 2012 Forrester Research, Inc. Reproduction Prohibited
    36. 36. Thank youRob Koplowitz1 650.581.3854rkoplowitz@forrester.comTwitter: © 2009 Forrester Research, Inc. Reproduction Prohibited
    37. 37. Collaboration in BI today is ineffective 38
    38. 38. Socially-enabled BI 39
    39. 39. DemonstrationBusiness Intelligence 3.0 40
    40. 40. Business Intelligence 3.0ADVANCED ANALYTICS COLLABORATIVE The most advanced analytical capabilities for analysts DECISION MAKING Enables collaboration on data-specific insights, allowing all users to work together, share insights and build corporate knowledge Self base – all within the BI Service system AUTOMATED INSIGHTS & RECOMMENDATIONSAutomatically recommends relevant and personalized information to business users, helping them discover hidden insights
    41. 41. Benefits of Collaborative Decision Making • Faster move from data to action • Uncover hidden insights through the suggestive engine • Increased BI adoption among business users and analysts • Management meetings more productive due to one version of the truth • Building Corporate Knowledge Base
    42. 42. Q&A @PanoramaSW Business Intelligence News (Page) Business Intelligence 3.0 Hub (Group) 43