Making Leaders Successful Every Day

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Making Leaders Successful Every Day

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