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Workshop 4 - Ferdinand Kobelt - Enterprise 2.0 Strategie & Governance

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  • 1. 12. September 2012 #someyEnterprise 2.0Strategie & GovernanceChancen nutzen, Risiken minimierenFerdinand Kobelt, Partner
  • 2. CV Ferdinand Kobelt Phone: +41 58 286 69 31 Mobile: +41 58 289 69 31 Email: ferdinand.kobelt@ch.ey.com Social Media: XING, LinkedIn, Twitter, Google+, Facebook, Flickr, Youtube, Slideshare, Instagram, Pinterest, Foursquare, etc. Background Skills •  Leader Social Media & Social Business Competence Center •  Social Media Strategy & Governance •  Partner, Advisory •  Business 2.0 •  Joined Ernst & Young in 1990 •  Cloud Computing •  Bachelor in Computer Science Engineering, •  IT security and risk management, risk University of Applied Science, Berne conversion •  Post Graduated diploma Executive Master of Corporate •  Open Source Advisory Management and Business Administration, University of Applied Science, Berne •  Project and program management •  Member of Information Systems Audit and Control •  Sourcing (In- and Outsourcing) Association (ISACA) since 1991, Member of Information •  Data Quality and Data Management Security Society Switzerland (ISSS), Member of Swiss ICT Switzerland •  Experienced in various industries, including financial services •  Certified Information Systems Auditor (CISA) •  Certified Information Security Manager (CISM) •  Certified in Risk and Information Systems Control (CRISC) •  Languages: German (mother tongue), English, French, ItalianEnterprise 2.0 - Strategie & Governance #somey Seite 1
  • 3. EvolutionEnterprise 2.0 - Strategie & Governance #somey Seite 2
  • 4. EvolutionEnterprise 2.0 - Strategie & Governance #somey Seite 3
  • 5. EvolutionEnterprise 2.0 - Strategie & Governance #somey Seite 4
  • 6. Enterprise 2.0 / Social Business Chancen Branding und Marketing Public Interne Relations Kommunikation CRM internen Wissens- Kommunikation austausch mit Kunden Finden von Rekrutierung Experten Innovation und Crowd Sourcing Wissens- Interne Kommunikation management Schulungen mit Lieferanten Enterprise 2.0Externe Interne in einer Sicht Unternehmung Sicht Reputations- Operative Risken risiken Regulierungen Social Engineering Zu hoher Security Compliance Aufwand Strategische Risiken Risiken Datenschutz RisikenEnterprise 2.0 - Strategie & Governance #somey Seite 5
  • 7. Definitionsvorschläge für Enterprise 2.0 Enterprise 2.0 will dazu beitragen, dass Unternehmen durch verbesserte Kommunikation zwischen Mitarbeitern, Kunden und Lieferanten agiler und damit wettbewerbsfähiger werden. Aus Sicht der Technologie: •  Enterprise 2.0 ist der an den Unternehmenszielen ausgerichtete Einsatz von Social Software innerhalb von Unternehmensgrenzen sowie zwischen Unternehmen und Kunden, Partnern und Lieferanten. Aus Sicht der Organisationskultur: •  Enterprise 2.0 ist die an den Unternehmenszielen ausgerichtete Transformation von Unternehmen zu mehr Offenheit in Kommunikation und Zusammenarbeit sowie zu einer stärkeren Vernetzung zwischen Mitarbeitern, Kunden, Partnern und Lieferanten (welche durch Social Software ausgelöst bzw. unterstützt werden kann).Enterprise 2.0 - Strategie & Governance #somey Seite 6
  • 8. Die Dimensionen von Enterprise 2.0 Unternehmung Ideen, Zusammenarbeit, Lieferanten Ideen, Zusammenarbeit, Kommunikation, Feedback, Stimme Mitarbeitende nutzen Feedback, Kunden des Kommunikation Enterprise 2.0 Internal social collaboration Ideen, Zusammenarbeit, Partner Wissensmanagement, Bereitstellung von Inhalten durch Nutzer, Feedback, Kommunikation Strukturierung von Inhalten durch Nutzer, Wissensteilung, Zugriff auf Wissen, Innovation Kommunikation, soziale Vernetzung, Interne Zusammenarbeit, finden von Experten und Ansprechpartnern Ideen, Zusammenarbeit, Kommunikation, Feedback, Kunden Stimme des KundenEnterprise 2.0 - Strategie & Governance #somey Seite 7
  • 9. Status Quo bei vielen Unternehmungen Geschäftsleitung Org. Einheit A Org. Einheit B Org. Einheit C Informatik Kommunikation PersonalEnterprise 2.0 - Strategie & Governance #somey Seite 8
  • 10. Social Business ist Chefsache! Geschäftsleitung Org. Einheit A Org. Einheit B Org. Einheit C Informatik Kommunikation PersonalBeispiele Social Business Strategy Good Practices Social Business Beispiele Social Business Awareness Good Practicesž  Ganzheitliche Social Business Strategie welche die Governance ž  Alle Mitarbeitenden haben Zugang zur Social Organisationsspezifischen Stärken und Schwächen Business Policy und werden regelmässig über berücksichtigt zugelassene und verbotene Inhalte informiertž  Social Business Strategie wird unter anderem ž  Überprüfen der Social Business Policy mittels Social Business Policy umgesetzt Beispiele Social Business Monitoring Good PracticesBeispiele Social Business Policies Good Practices ž  Vollständige Übersicht aller offiziellen Social Businessž  Organisationsweite Social Business Policy Profilen und Plattformen der Organisation ist gegebenenfalls mit lokalen Anpassungen vorhandenž  Policy deckt sowohl interne wie externe ž  Risk/Incident Management berücksichtigt Reaktionen Kommunikation als auch private und berufliche auf Inhalte von Social Business Sites Nutzung ab Enterprise 2.0 - Strategie & Governance #somey Seite 9
  • 11. Chancen und Risiken Chancen / Motive Risiken / Barrieren •  Wissensmanagement •  Kosten-Nutzen •  Wissensteilung •  Sicherheitsbedenken •  Vernetzung •  Unternehmenskultur •  Innovation •  Motivation der Nutzer •  BetriebsklimaEnterprise 2.0 - Strategie & Governance #somey Seite 10
  • 12. Die fünf Erfolgsfaktoren für Enterprise 2.0•  Verknüpfung der Aktivitäten mit übergeordneten Zielen Bei der Auswahl geeigneter Enterprise 2.0 Tools und Prozesse sind der Nutzen, die Zielgruppen und die übergeordneten Ziele der Unternehmung aufeinander abzustimmen (Kommunikation, Kollaboration, eLearning, Knowledge-sharing, Innovation, etc.).•  Bereitstellung geeigneter personeller Ressourcen Die Betreuung von Enterprise 2.0 erfordert ausreichend personelle Ressourcen und spezifisches Know-how.•  Offenheit für Kritik Jedes Feedback bietet eine grosse Chance zur Verbesserung. Mit Kritik sollte man offen umgehen und in den eigenen Reflektionsprozess einbauen. Dies kann auch zur Steigerung der Effektivität und Effizienz beitragen.•  Berücksichtigung der rechtlichen Rahmenbedingungen Bei der Nutzung von Enterprise 2.0 die rechtlichen Rahmenbedingungen zu berücksichtigen.•  Vermarktung der Enterprise 2.0 Aktivitäten -> Motivation der Nutzer Bei der Nutzung von Enterprise 2.0 sollten begleitende, motivierende Aktivitäten durchgeführt werden. Hierzu eignen sich beispielsweise Hinweise zu den Aktivitäten auf den Intranet-/Internetpräsenzen, Plakate, Publikationen, Infoveranstaltungen, Wettbewerbe, etc.Enterprise 2.0 - Strategie & Governance #somey Seite 11
  • 13. Fragen & Diskussion ?? ? Diskussion Fragen &Enterprise 2.0 - Strategie & Governance #somey Seite 12
  • 14. Appendix A - Social BusinessIdentify where and how businesses need to adapt to economic and environmental changes.Customers Investors►  Improve customer experience ►  Manage investor relations and communications►  Increase service effectiveness ►  Optimise communication strategy►  Optimize marketing effectiveness ►  Develop digital strategy►  Develop multi-channel strategy ►  Carry out market competitive►  Improve customer analytics & insight analysis ►  Develop and implement digital operating modelSuppliers and partners Employees►  Optimise end-to-end digital ►  Develop and implement a change supply chain processes management strategy►  Improve supplier relationship ►  Define and embed customer centric management culture►  Optimise sales & operations ►  Develop social media policies & planning process governance ►  Build digital capabilitiesEnterprise 2.0 - Strategie & Governance #somey Seite 13
  • 15. Appendix B - Opportunities of Social BusinessThe “social business” brings both opportunity and threat. Below are some of the opportunities... Facing significant disruption, to their core business, Royal Mail Group now sell white label financial services from Bank of Enter new markets & Ireland. They provide online data services to marketers and supply chain planners and they provide a white label eCommerce transform business model engine for SMEs. The long tail has created opportunities for mass customisation of products to the meet specific needs of niche customer segments. Zipcar Find new profitable offer a range of subscription and PAYG offerings for personal and business users. Also Telefonica Digital have launched a range of digital segments partnerships focussed on early adopters of mobile payments. It’s a cliché to say that “data is the new oil”. But the digitisation of everything has given unprecedented opportunity to learn more about Learn more about customers and translate that learning into product development, improvement of pricing & processes etc. Organisations like Dell, Gatorade, customers Burberry have dedicated listening capabilities to keep their finger on the pulse of the customer. There is nothing new about “social”. Human beings have always been “social” but the reach and scale of connectivity has been Transform communications transformed. Both geographical boundaries and business silos can be broken down with collaboration technology. IBM have built an internal & drive innovation social network of 85k employees. Internal IBM Jams have generated $100m funding for new business ideas. Yum is the largest and fastest growing restaurant operator in the US. They built an internal community to knock down internal silos and Share knowledge & leading geographic boundaries. The internal community allows employees to submit questions, share knowledge, report problems, roll out new practices offerings Business processes like account origination in Financial services are being digitised. Supporting processes like credit & checking can be Digitise legacy processes integrated into the process, removing unnecessary admin and time for both the customer and front office staff. Some new brands have scaled to punch way above their weight. Amazon, Zappos, even UK start-up GiffGaff have leveraged peer to peer Create vast scale with networks and an eco-system of suppliers to drive a multiplier effect. GiffGaff customers fix over 90% of each others service problems and limited resource generate between 5-7k word of mouth acquisitions per month. The impact of digital is not just external to consumers, it is also internal to business operations. Sales organisations like Deutsche Bank are Transform marketing, sales improving sales effectiveness through insight. Deutsche Bank have built an alumni network which alerts account managers when alumni & service effectiveness move to client roles or to competitors.Enterprise 2.0 - Strategie & Governance #somey Seite 14
  • 16. Appendix C - Threats of Social BusinessThe “social business” brings both opportunity and threat. Below are some of the threats... Once the darling of the stock market, Blockbuster video failed to adapt it’s business model and filed for bankruptcy in 2010. The Disruptive start-ups fall of Blockbuster exactly matches the rise of Netflix, however Netflix too now faces a threat from OTT players and faced the wrath of customers when it tried to separate it’s DVD from it’s streaming business. Mega-vendors entering new Google and Facebook are increasingly acquisitive and aggressively entering new markets from Financial services (Google wallet) to TV markets (Google acquired Motorola and recently launched Google TV) to Phones (Facebook is rumoured to be launching a handset). Information is increasingly difficult to hide. Pricing is transparent and available to competitors in real time. Negative product reviews are Transparency of everything impossible to delete (they will simply re-appear on another forum). Employee comments, however inappropriate, written on public forums are visible to all and spread like wildfire. Loss of control to Consumers constantly swarm to the latest hardware device, app or social network. They are increasingly fickle in their buying decisions and chameleon consumers constantly changing their preferences based on their surrounding circumstances. Keeping up is a game of constant catch-up. In the same way that technology is constantly changing, so to is regulation. Increasingly there is a backlash against the perceived intrusion Regulation & Privacy from Google and Facebook and their right to collect and store such vast quantities of personal information. EU and country regulations are in constant flux e.g. The recent changes to cookies regulations. Data may be the new oil but currently many organisations are drowning in it. BSkyB found that their customers were generating around Information overload 7000 unstructured posts about them every day. The vast majority were meaningless noise, but hidden in the noise were real opportunities and threats e.g. A customer thinking about switching providers. In many organisations loud computing has empowered the business to get access to IT solutions much faster and for lower opex spend. Integration The downside is that in some organisations purchasing has bypassed corporate IT who are then left with multiple SaaS services to integrate. This is both a technical and a commercial challenge.Enterprise 2.0 - Strategie & Governance #somey Seite 15