Creating the conditions for social business

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Everyone is talking about “Social Business” – but what does it mean and is it just the latest fad? Greater customer satisfaction, more innovation, faster access to knowledge; agile processes delivered …

Everyone is talking about “Social Business” – but what does it mean and is it just the latest fad? Greater customer satisfaction, more innovation, faster access to knowledge; agile processes delivered via a people-centred organisation. These are just some of the benefits being tantalising promised by the advocates. Why wouldn’t every organisation flock to this vision of an agile, connected, transparent, people-centred and more efficient business?

Hesitation is natural but every day counts in a world where social technology trends develop over weeks. Those at the forefront will gain most. There is only so long a business can wait before it is left behind. Competitors and customers will move on. Attracting new talent will become more difficult; employees become moribund.

So maybe doing nothing is the new business risk?

More in: Business , Technology
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  • Thanks for the feedback Ali. By all means use slide 5 - it's based on something I saw from Dion Hinchcliffe (Dachis Group). I'll look out for your future presentation on Balanced Scorecards :-)
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  • Steve, I enjoyed this slide deck tremendously as it has many insights. Two observations on Slides 5 and 7
    Slide 5- I wish I had stolen this slide and included it in my presentation on Pendulum of societies. I still may do so in the future
    Slide 7- I believe this slide would add a great deal if incorporated in the balanced scorecard. I think a presentation on this topic will be lively

    Great job, dear Steve
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  • 1. Creating The Conditions For Social Business CBI Conference Centre, London 25th April 2011 Steve DaleThursday, 26 April 2012
  • 2. What is “Social Business” The term “social business” will become more ubiquitous as organisations of all types and sizes start to think of social technologies more strategically as business tools, not just marketing channels. And then it will eventually become a meaningless phrase as we come to that all business is, at its realize core, social. Jen McClure, Thomson ReutersThursday, 26 April 2012
  • 3. •  !"#$%&&()$*+,,*-$ •  !!"#$%#$&(&)#*+,-.#,.)# •  !"#$%&$()$*$+,-$+%./,0$ -,)*$.&/$0+&1,2$3,2$ .$/(*#0)+(*#1*2$30.# 1(2/,$/+$/13%45,)5$5%$ 4/5$ .,/4#*.#56(7)38#9*/):$$;8# 56(1$/)$56($7%4830,.($ •  6#$7&&()$3&,8,-$(9$ <=.1*/)#$3#>(&;)+?&# •  9!#$%&$()$*$2%7)0%,2$ 8()*,)*$-:/2,4$()$ •  @0*3-14$&)#*&+#-*:)-# :),:56%4/+(2$ ;/8,7((<$,/8:$ %()*:$ The world is changing. .4(10)&-.#&$6#$,-1*/)# ,330/.,;%)+$,5$0(,+5$ AB.C# %).($3(4$7((8$5%$<(5$ People are empowered like never •  =&<&3,4&/$:(-*-$>?$ 7&&()$/2@8,-$ # 56(/4$=%>$2%)(?$ @$,3/)D#A)6#?&-)3&)-#*&+#E0)3(/*&#>(%)# $ before A(B28,C$!#$-*B))&)D$-(8&/$%,4&/$ A3$F)/-C# @$,3/)D#?GB#A3)+(/H$&.#%$3#IJKI# @%:4.(A$B4(+./()5$C/</5,0$$ -*/@-@8-$75$E,F$GB/-$ $ $$$$$ ##Thursday, 26 April 2012
  • 4. Enterprise Social Networks - what should they deliver? Immediacy Serendipity Transparency Enable Honest and Access to data discovery of ethical anytime, new behaviour anywhere, any information. through device openness. Source: BroadVision Inc.Thursday, 26 April 2012
  • 5. The Emerging Transition to Social Business Models 20th Century 21st Century •Non-social Interaction •Pervasive Social Interaction •Value in Transactions •Value in Relationships •Business Stability •Business Flux •Well-defined Industries •Industry Transformation •One-way Markets •Two-way Markets •Limited Information •Information Abundance Forces •Resource Abundance •Ambient Communications •Resource Constraints Institutions •Global Information Flows •Social Computing Communities •Market Discontinuity Source: Dion Hinchcliffe 2010Thursday, 26 April 2012
  • 6. The Power Of Social You will need to know this sometime Youso sometime so I You will need to will need to We share whatshare what we We we know this sometime I know this so I will send willto youtowill send it to you it send it you We share what know know now. now. now. we know I know I can find what I need when I need it. Email Social Media Model ModelSource: IBM and S Mcrae www.smcrae.comThursday, 26 April 2012
  • 7. Social Business Dynamics !"#$%&()*$%+,,)%$)*$%(-+.) /-,.%"$)01232"1.) !"#$%"&()%*+$,,$,( !1.$134) 8*+0&(-37(9(-5&""$,( 08.$134) !"#$%"&(-*../"01$,( /%""-156,) :"0"$(-*../"01$,( /%""-156,) 7)*$%+,,,) -5&"6$(7&"&6$.$"#( 7)*$%+,,,) 2/,0"$,,(3/$,( 2/,0"$,,(4/"+1*",( 2/,0"$,,(4/"+1*",( 2/,0"$,,(3/$,( 9+6%13:4)!1,52;.,) /-,.%"$)08#$51+) !"#$%&()*+#&,&-.#/+0*$&,,/-1"$-22234"%/*,&+0&$5$/4&3/0--Thursday, 26 April 2012A Social Business is like an organism that adapts to its environment and is thus able to consciously and frequently re-calibrate itself and the experience provided to its constituents based onintercepted stimuli.
  • 8. Social Business Maturity Model Social Island Channel Community Business Culture Isolated Inside-out Permeable People-centric Organisational Unaware Organic Experience-driven Process-driven Approach Community Defined roles & Integrated roles & None Informal Management processes processes Customer None Push Engagement Co-creation Involvement Social Social CRM Enterprise Social None Experimental Software + Technology Social Intelligence Integrated Web Tools Based on an original by Emanuele QuintareliThursday, 26 April 2012
  • 9. ...but technology can influence human behaviour!Thursday, 26 April 2012
  • 10. What are the challenges? What are the obstacles?Thursday, 26 April 2012
  • 11. Seven Challenges To Effective Social Business Implementation 1. Fear of change. 2. Command-and-control. 3. Profusion of tools.  4. Lack of integration. 5. Competition from free public social networks.  6. Compliance requirements. 7. Fit with business processes and workflows.Thursday, 26 April 2012
  • 12. 1. Fear of Change 2. Power & Control Enterprise, collaboration tools can be viewed as a threat to individual power, managerial control, company tradition and privacy. In order for collaboration tools to really take hold, a cultural shift must take place.Thursday, 26 April 2012Kim Jung Un - North KoreaFear of change. People are generally risk-averse. Organisations more so, after all they are accountable to shareholders and other stakeholders. “Donʼt fix it if it isnʼt broken” is the usualmantra.Command-and-control. Who says every organisation wants to be transparent and flexible and invite participation from every quarter? What if senior management do not want a pluralistorganisation where democracy rules?
  • 13. 3. Profusion of tools In a creative economy it is only the self-selection of the best tools that more productive work can be assured. Source: Harold JarcheThursday, 26 April 2012Profusion of tools. The explosion of social software tools is a source of great innovation, but also a lot of confusion. Organisations can easily end up with several enterprise social networksused by different teams or departments, or for different purposes, along with social applications for purposes such as project management or employee recognition, each coming with theirown user profiles and activity steams and notions of how connections are formed.
  • 14. 4. Lack of Integration Knowledge workers spend up to 30% of their time each day looking for data. Source: Butler Group 50% of employee searches for specific data fail to find the data. Source: IDC Static intranets and e-mail are not effective for helping employees find the information they are looking for.Thursday, 26 April 2012Lack of integration. A legacy patchwork of IT solutions that have only ever been superficially integrated and where every application has a threshold of “good enough” integration to make thesystem usable but never quite perfect.
  • 15. 5. Competition from free public social networks More than a third of enterprise employees are working outside the firewall and need tools that keep them connected with their peers and business applications. Source: ForresterThursday, 26 April 2012Competition from free public social networks. Staff will inevitably compare their experience on an enterprise social network with the one they enjoy on consumer sites such as Facebook. Thiscan be a problem if the enterprise experience suffers by comparison by being awkward to navigate, frustrating to use, or missing important features.
  • 16. 6. Compliance Requirements Social technology tools are being used in the workplace which lack the security and integration an enterprise requires. Organisations must incorporate collaboration platforms holistically, as a long-term, strategic investment. They must meet the security standards and integrate within the corporate environment. Source: tibbrThursday, 26 April 2012Compliance requirements. Regulated industries such as financial services and healthcare must pay particular attention to whether an enterprise social network meets compliancerequirements such as data archiving. Moreover, they might tend to see more risk than benefit in a technology that makes it easy to share information widely when they have a responsibilityto keep some categories of information under tight control.Different people within the organisation have access to different kinds of information. Companies need the ability to grant access appropriately, creating information hierarchies if necessary.Collaboration technology must provide administrative control over the network, including user and group management.
  • 17. 7. Fit with business processes and workflows There is a growing need for applications that are always “in sync” and available anytime, anywhere, any device.Thursday, 26 April 2012Fit with business processes and workflows. Enterprise social software should ultimately make business and work processes more efficient and adaptable to a fast-changing environment(internal or external).  How will improved knowledge flows and opportunities for collaboration and co-production be channelled into the existing business/work processes?
  • 18. The Reality Despite significant and ongoing investment in enterprise social technologies, there has only been 12% adoption with the overall workforce. Source: GartnerThursday, 26 April 2012
  • 19. What can we learn? Enterprise organisations will pay increased attention to the people who make collaboration possible and profitable. “We’ve really underinvested in support of these knowledge workers that drive 80% of the intellectual property and innovation in a lot of companies”. Craig Le Clair, Forrester.Thursday, 26 April 2012
  • 20. ...and finally, how to avoid that “Kodak” moment 1. Make your workforce the centre of your organisation. An enterprise social network takes an organisation of talented individuals and gives them tools to work as one. 2. Create one space for all. Bringing your internal activity into a social workplace is a great way to keep everyone in your company connected. 3. Identify the pinch points and blockages - and work around them. Don’t waste time and effort on people and processes that can’t or won’t change. 4. Encourage consumer/customer participation Build direct relationships. Co-design products and services. 5. Measure the right things. But remember - not everything that counts can be counted. 6. Agile is the new black Digital Dawinism is the evolution of consumer behaviour when society and technology evolve faster than your ability to adapt. (Brian Solis)Thursday, 26 April 2012Make your workforce the centre of your organisation.An enterprise social network takes an organisation of talented individuals and gives them tools to work as one. The companyʼs success is fuelled by employee interaction, conversations, andcollaborative work. Thanks to enterprise social software, you can build a company where employees work as one, using transparency and collaboration.Create one space for all.Bringing your internal activity into a social workplace is a great way to keep everyone in your company connected. Often the enterprise social network is the one place where Sales andMarketing can live in harmony. A company or private social network provides a place where teams share important information, identify company experts, and collaborate on projects. Itbecomes an all-in-one collaborative workspace for your companyy.Intranets, on the other hand, lack the social networking tools such as activity streams, messaging, and quick posting that arecritical to collaborative work. Even if companies want and push teams or departments to collaborate, ultimately they find thattheir Intranet is not conducive to building a company-wide community.
  • 21. Email:  steve.dale@collabor8now.com Twi8er:  @stephendale Twi8er:  @collabor8now Profile:  h8p://about.me/stephendale Unless  otherwise  noted,  this  work  is  licensed  under  a  Crea4ve  Commons  A8ribu4on-­‐NonCommercial-­‐ ShareAlike  3.0  Unported  License.Thursday, 26 April 2012