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Making Leaders Successful Every Day

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  • Image source: Shutterstock
  • Image source: Shutterstock
  • Source: CBS Television Studios (Tricorder)Source: Apple (iPhone)Image source: Shutterstock
  • Source: MGM (Space Odyssey)Source: SkypeImage source: Shutterstock
  • Source: Amblin Entertainment (Tom Cruise Image)Source: Apple (iPad)Image source: ShutterstockWill insert in distributed version
  • 11% internal social4% internal microblogging
  • [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]
  • Sources:Blackberry: http://us.blackberry.com/smartphones/blackberrybold/#Blackberry: http://us.blackberry.com/smartphones/blackberrytorch/#!phone-specificationsAT&T: http://www.att.com/shop/wireless/devices/motorola-atrix.jsp?source=EC45MT00500ATX16L#fbid=1sjHQsgtriDPalm USA: http://www.palm.com/us/business/index.htmlNokia: http://europe.nokia.com/find-products/devices/nokia-e7/gallery#galleryTab=product-viewsLG: http://www.lg.com/uk/mobile-phones/all-lg-phones/LG-android-mobile-phone-GW620.jspHTC: http://www.htc.com/us/products#/?view=1-3&sort=0&filters=0-8-0Apple: http://www.apple.com/iphone/features/Dell: http://www.dell.com/us/p/mobile-venue/pdSamsung: http://www.dell.com/us/p/mobile-venue/pd
  • Sources:Samsung: http://www.samsung.com/us/mobile/galaxy-tabApple: http://www.apple.com/ipad/Cisco: http://www.cisco.com/en/US/products/ps10685/Products_Sub_Category_Home.html#~all-prodMotorola: http://www.motorola.com/staticfiles/Consumers/xoom-android-tablet/us-en/overview.html
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Transcript

  • 1. 1 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 2. Social Changes EverythingRob KoplowitzVice President, Principal AnalystSeptember 29, 2012 2 © 2009 Forrester Research, Inc. Reproduction Prohibited 2012 Reproduction Prohibited
  • 3. We will evolve to working anytime, anywhere3 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 4. We are working more remotely 66% of information workers in NA and EU already work remotely, half of whom are Hyper-Mobile Source: Forrsights Workforce Employee Survey, Q1 20114 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 5. We will carry incredible power and functionalitywherever we go 49% of information workers have smartphones and 25% use them for work*. 62% percent of organizations plan to or have implemented enterprise mobile applications†. *Source: Forrsights Workforce Employee Survey, Q1 2011 †Source: Forrsighs Budgets And Priorities Tracker Survey, Q4 20105 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 6. Interactions will get richer and more lifelike 18% of information workers use desktop video conferencing for work* while 55% percent of organizations plan to or have implemented these capabilities†. *Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey †Source: Forrsighs Budgets And Priorities Tracker Survey, Q4 20106 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 7. We will access information in new ways 11% of US information workers, 17% of Gen Y, and 28% of directors and executives use tablets at least once a day Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey7 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 8. We will evolve to working anytime, anywhere 18% of organizations have implement content or collaboration in the cloud, 21% more are planning to do so. Source: May 3, 2011, “The SaaS Market Hits Mainstream: Adoption Highlights 2011” Forrester report8 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 9. We will become increasingly social Of US information workers, 20% use public social networks, 56% are investing in enterprise social solutions. Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey9 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 10. And, it’s a priority for many 53% consider increased use and deployment of collaboration technologies a high or critical software priority. Source: Forrsights Software Survey, Q4 201010 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 11. It starts with a vision11 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 12. Mobile is key, smart phones are everywhere12 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 13. And tablets are coming through every door13 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 14. Why mobile and social go together like peanut butter and jelly 1. More and more employees go mobile to get work done: at work, at home, and on the go – 41% of the information workforce is highly mobile 2. Employees bring personal devices to work and expect to be able to use them – Half the smartphones and 70% of the iPads used for work are purchased by employees 3. The entire industry is shifting to create new solutions and new value through mobility14 © 2012 Forrester Research, Inc. Source: http://www.sogoodblog.com/2009/04/02/national-peanut-butter-jelly-day/ Reproduction Prohibited
  • 15. 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 & integration15 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 16. 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 Survey16 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 17. It’s a business issue 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)17 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 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 & integration18 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 19. Understand your business objectives  Business outcomes  What will change?  How will you measure success?  Tie to business goals19 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 20. 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 & integration20 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 21. Business value factors Scoring Score What percent improvement do we expect in the 1=1% process? 5=5% Does the process directly increase revenue, reduce 1=No expense, or 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 1=Very hard differently? 5=Very easy Are worker goals and objectives aligned with 1= no success of the initiative? 5= yes Are the business process owners on board and 1= no ready to address potential change? 5= yes Will existing processes or systems need to be re- 1=yes architected? 5=no 21Viability scoreForrester Research, Inc. © 2012 Reproduction Prohibited
  • 22. Highest likelihood ofEase of driving rapid businesschange value Sales Strategic alignment Marketing Training HR New product development Operations Manufacturing Customer Service Business value Business value 22 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 23. IT needs to be structured for social strategy enablement.23 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 24. 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 & integration24 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 25. Back to our vision…25 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 26. It starts with fundamental decisions Progress on the current ...or take a radical new path of manned flight approach26 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 27. You have fundamental decisions to make27 © 2012 Forrester Research, Inc. Partners Reproduction Prohibited
  • 28. tibbr looks to bridge line of business and the knowledge worker System-generated notification User-generated response28 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 29. May 2012 “The Forrester Wave™: Activities Streams, Q2 2012” Forrester Wave™: Activities Streams, Q2 ’1229 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 30. Ten Steps To Develop A Social Business Strategy30 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 31. 1. Design a social ecosystem31 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 32. 2. Gain executive support32 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 33. 3. Develop your social capability map Sample capability map Maintain Provide parts & Deliver Direct to consumer competitive service customer outstanding Customer facing capabilities online sales distribution support customer service channel Optimize World-class Manage Forecast Supply chain capabilities High quality inventory to logistics vendors future market production future handling strategically demand demand Influence Use Corporate capabilities Research and Attract and brand image Manage technology to innovate new retain top through finances enable products talent marketing capabilities33 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 34. 4. Establish a social business council34 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 35. 5. Select from competing social strategies to invest, pilot and support35 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 36. 36 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 37. 7. Empower employees to solve customer & business challenges37 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 38. 8. Plan social public relations38 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 39. 9. Engage customers in conversations39 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 40. 10. Measure business impact always40 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 41. Thank youRob Koplowitz1 650.581.3854rkoplowitz@forrester.comTwitter: @rkoplowitzblogs.forrester.com/rob_koplowitzwww.forrester.com © 2009 Forrester Research, Inc. Reproduction Prohibited