Reframing our assumptions over Social Business


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

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Reframing our assumptions over Social Business

  1. 1. Reframing our assumptions Over Social BusinessThierry de BaillonAssociate Partner – Transitive Society
  2. 2. Enterprise 2.0 Social Business Social EnterpriseSocial Organization
  3. 3. 1492
  4. 4. 1485 – John II of Portugal rejected the project1490 – Isabella of Spain rejected the project1492 – Isabella of Spain finally approvedLong time commitmentStrong leadershipNeed for a prominent sponsor1493 – Second tripLearning from failure
  5. 5. Wrong Assumptions
  6. 6. • Planning to reach Asia• Underestimating the distance• Wasting human resources
  7. 7. Further success?A huge military campaignseeking for wealth, beginningan era of slavery
  8. 8. Enterprise 2.0 Social Business Social EnterpriseSocial Organization
  9. 9. ?Companywide –mass- collaborationIntegrated social platformSocializing processesFostering employees engagement
  10. 10. © Jeff McNeill
  11. 11. ?Organizations have an homogeneousstructure and cultureSocial needs adoptionLeadership is the new managementCo-creating with customers
  12. 12. Are we getting it right?
  13. 13. the Future of Collaborative Enterprise project
  14. 14. More than 30 interviews,Making sense from insights,Drafting scenarios,Back to interviews…
  15. 15. Assumption #1Organizations are homogeneous
  17. 17. Diversity is the organizational realityOrganizations operate more and more as finiteecosystems of diverse, inter-connected andinter-dependent entities, each with its internalpurpose and culture, balancing betweencollaboration and competition according tocontextual requirements.
  18. 18. Assumption #2Social SoftwareNeeds Adoption
  19. 19. Focus on adaptation, not on adoptionThe most efficient way to provide workers withtools to get their work done is to allow them toadapt the tools to their own practices.
  20. 20. The future is DIY
  21. 21. Assumption #3Leadership is theNew Management
  22. 22. Category Role TasksInformational 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 reportsInterpersonal 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 organizationDecisional 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
  23. 23. Organizations expand beyondboundariesEnterprise’s ecosystem include partners,suppliers, competitors and customers.Empowering internal diversity requires a newbalance between control and autonomy.
  24. 24. Category RoleInformational Monitor Disseminator SpokepersonInterpersonal Figurehead Leader New skills LiaisonDecisional Entrepreneur Disturbance handler Resource allocator New role Negociator
  25. 25. Beyond its boundaries, the CollaborativeEnterprise will need to secure its identity.Managers need to become Storytellers
  26. 26. Assumption #4 Collaboratewith customers
  27. 27. Mass Customization… in 1998
  28. 28. Co-creation is mostly marketing
  29. 29. Yet, some customers are qualified enoughto act as partners.Treat them so.
  30. 30. Thank youhttp://thefutureofcollaboration.comtdebaillon@transitive-society.comTwitter: tdebaillonSkype: t_de_baillonLinkedin: debaillonMobile: +33 (0)6 11 62 49 80Blog:
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