Organizational changes needed through the journey to Social Business - First insights from the Future of Collaborative Enterprise project - Social Business Forum 2012 - Milan

1. Reframing our assumptions
Over Social Business
Thierry de Baillon
Associate Partner – Transitive Society

2. Enterprise 2.0
Social Business
Social Enterprise
Social Organization

3. 1492

4. 1485 – John II of Portugal rejected the project
1490 – Isabella of Spain rejected the project
1492 – Isabella of Spain finally approved
Long time commitment
Strong leadership
Need for a prominent sponsor
1493 – Second trip
Learning from failure

5. Wrong Assumptions

6. • Planning to reach Asia
• Underestimating the
distance
• Wasting human resources

7. Further success?
A huge military campaign
seeking for wealth, beginning
an era of slavery

8. Enterprise 2.0
Social Business
Social Enterprise
Social Organization

10. ?
Companywide –mass- collaboration
Integrated social platform
Socializing processes
Fostering employees engagement

11. © Jeff McNeill

12. ?
Organizations have an homogeneous
structure and culture
Social needs adoption
Leadership is the new management
Co-creating with customers

13. Are we getting it right?

14. the Future of Collaborative Enterprise project

15. More than 30 interviews,
Making sense from insights,
Drafting scenarios,
Back to interviews…

16. Assumption #1
Organizations are
homogeneous

17. STRUCTURE CULTURE
STRUCTURE CULTURE
STRUCTURE CULTURE MOTIVATIONS
MOTIVATIONS
PEOPLE PEOPLE
MOTIVATIONS
CULTURE
MOTIVATIONS
PEOPLE
RESOURCES
CULTURE
STRUCTURE
RESOURCES
MOTIVATIONS
CULTURE STRUCTURE

18. Diversity is the organizational reality
Organizations operate more and more as finite
ecosystems of diverse, inter-connected and
inter-dependent entities, each with its internal
purpose and culture, balancing between
collaboration and competition according to
contextual requirements.

19. Assumption #2
Social Software
Needs Adoption

20. Focus on adaptation, not on adoption
The most efficient way to provide workers with
tools to get their work done is to allow them to
adapt the tools to their own practices.

21. The future is DIY

22. Assumption #3
Leadership is the
New Management

23. Category Role Tasks
Informational Monitor Seek and receive information, scan papers and reports,
maintain interpersonal contacts
Disseminator Forward information to others, send memos, make phone
calls
Spokeperson Represent the unit to outsiders, in speeches and reports
Interpersonal Figurehead Perform ceremonial and symbolic duties, receive visitors
Leader Direct and motivate subordinates, train, advise and
influence
Liaison Maintain information links in and beyond the organization
Decisional Entrepreneur Initiate new projects, spot opportunities, identify areas of
business development
Disturbance Take corrective action during crises, resolve conflicts
handler among staff, adapt to external changes
Resource allocator Decide who gets resources, schedule, budget, set priorities
Negociator Represent departments during negotiations with unions,
suppliers, and generally defend interests

24. Organizations expand beyond
boundaries
Enterprise’s ecosystem include partners,
suppliers, competitors and customers.
Empowering internal diversity requires a new
balance between control and autonomy.

25. Category Role
Informational Monitor
Disseminator
Spokeperson
Interpersonal Figurehead
Leader
New skills
Liaison
Decisional Entrepreneur
Disturbance
handler
Resource allocator New role
Negociator

26. Beyond its boundaries, the Collaborative
Enterprise will need to secure its identity.
Managers need to become Storytellers

27. Assumption #4
Collaborate
with customers

28. Mass Customization… in 1998

29. Co-creation is mostly marketing

30. Yet, some customers are qualified enough
to act as partners.
Treat them so.

32. Thank you
http://thefutureofcollaboration.com
tdebaillon@transitive-society.com
Twitter: tdebaillon
Skype: t_de_baillon
Linkedin: debaillon
Mobile: +33 (0)6 11 62 49 80
Blog: http://www.debaillon.com