Social business & collaboration - understanding the business benefits and locating the roi


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  • The simple truth is that - something significant is happening in the corporate worldAnd it would be remiss of me not to share this with you today even if I run the risk of falling foul of the dreaded industry hype I am so keen to avoid Bear with me I believe the breaking news I want to share with you is beyond the standard hype - but you be the judge of that
  • Why? According to its CEO and chair Thierry Breton, what we are talking about is information pollution - and just as we cleaned up a lot of the older stuff when we shut down our smokestack industries, now is the time to remove the "unsustainable" load we've imposed on ourselves with all this.
  • So why the big move? Because email is not helping any more, basically. "The volume of emails we send and receive is unsustainable for business, with managers spending between 5 and 20 hours a week reading and writing emails... We are producing data on a massive scale that is fast polluting our working environments and also encroaching into our personal lives. [So] we are taking action now to reverse this trend, just as organisations took measures to reduce environmental pollution after the industrial revolution."
  • Make no mistake it really is going to be as difficult as this image suggests to wean 49,000 ee’s off email
  • Let’s pause for a moment and reflect. Let’s try to imagine a world without email - do we think its even possible? Could you personally give it up? Would you want to? And if you did how long do you think you would need to do it?
  • Who is this man? His name is Luis Suarez (obviously not that Luis Suarez who plays for Liverpool). He is a Social Computing Evangelist.Feb 2008 - the day he decided to give up using email Immediate responses from his colleagues varied from - “you’ll be sacked in 2 weeks” to “ finally someone with the balls to tell the company to not use email”Why did he do it - he decided that email was making everyone else productive except him How did he do it ? I’ll come back to that in a momentWho does he work for? - go to next slide
  • What’s driving all of this? Well I call it ‘The Facebook factor’
  • We all know how to do it
  • And everyone’s doing it - not just the kids
  • And its not just trivial knowledge
  • But in reality this is where most companies are at - a group of people - who have to be organised in some sort of way in order for a business to operate
  • They are quite likely to be organised like this - some form of centrally controlled and managed entity – where people in certain groups or divisions cannot directly interact with people in some other groups other than via the central layer But for Collaboration to work this is what really has to change – this silo based thinking and attendant structures have to go For mature established companies like Atos and IBM it will be a gradual process and is likely to follow steps like this … (next slide)
  • Although this structure is not yet the perfect shape for Collaboration to flourish - it represents a step in the right direction Central command and control appears to have disappeared (or at least lessened) and although their appears to be some sort of hierarchy (indicated by the colours) It is possible for a person or entity to engage with another person or entity without having to go through a formal linear managerial processAlso more importantly there isn't just one single route to navigate your way around - this is an important feature of a collaborative workspace
  • This is even better - here the hierarchy in terms of knowledge share appears to be flatter and more democratic - there is still however some limitation in terms of being able to directly interact with the best person in the company to solve your problem
  • And this is the nirvana of Collaboration the unstructured corporate structure if you will – where knowledge, expertise and solutions flow freely, they operate in an open transparent environment and people interact freely based on business needs rather than pre-determined structures that users have to struggle to work with to solve their business problems Imagine on boarding at a company like this - when many of us started out even if we knew who the key person in an organisation was we would be obliged to wait months maybe even years to be permitted to engage and interact with them - pick their brains and maybe impress them With a collaborative platform a new started can immediately search and find the experts (like Louis Suarez and Thierry Breton) in their organisation, they can follow the thought processes of these people via their profiles and blogs - get inside their heads and learn so much without disturbing them in the slightest – email scores a big fat F grade in this respectAnd then when the time is right, when they feel comfortable and confident they can begin tp share their thought and ideas on the collaborative platform and if these ideas have merit they will attract comments and even a following Cream is allowed to rise to the top and everyone not only sees the cream rising they are actually the reason why it risesSo in an Engineering company it might be that a new bright brilliant engineer has a bigger following for his or her ideas than say a more established engineer. Or a junior lawyer might be able to assist a senior team just because they happened to have covered a particular point or approach to an issue in their previous firm.
  • And every night that knowledge walks out the door
  • Social business & collaboration - understanding the business benefits and locating the roi

    1. 1. Rooven Pakkiri<br />Head of Social Business<br />Collaboration Culture<br />(The Social Business Imperative)<br />
    2. 2. Something significant is happening in the corporate world <br />A major change of direction is taking place <br />
    3. 3. On 7th Feb 2011<br />The CEO of <br />Thierry Breton<br />49,000ee<br />Euro 5bn<br />Global IT<br />Said ……<br />
    4. 4. Email free company<br />By 2013<br />
    5. 5. Why is he doing this?<br />Industrial Pollution<br />Information Pollution<br />
    6. 6. How bad is it ?<br />Managers are spending between 5-20 hours a week<br /> reading and writing emails<br />
    7. 7. It’s bad and it’s getting worse<br />13% of people are getting more than 250 e-mails per day<br />18% of daily email is spam<br />56% of people think they're spending too long on e-mail<br />
    8. 8. The Atos motivation<br />1) Altruistic - ‘ we are concerned about <br />employee health and well being’ <br />2) Less Altruistic - drive efficiency and productivity <br />5 hrs x 48weeks x 49,000 = 11m man hours saved p.a.<br />3) Cynical – driven by profit motive <br />11m man hours saved = 5880 headcount reduction <br />Bottom line is there are powerful reasons that are driving this change <br />
    9. 9. So how do they plan to do this ?<br />I’ll come back to this in a moment, but first …<br />
    10. 10. Imagine a world without email<br />How long would it take you?<br />Could you do it?<br />Don’t forget there once was a world before email<br />
    11. 11. Who is this man?<br />“sacked in 2 weeks”<br />Feb 2008<br />Why did he do it?<br />“somebody with the balls..”<br />How did he do it? <br />What was the outcome? <br />Who does he work for?<br />
    12. 12. Not a exactly a hip funky start-up<br />Actually an email driven, highly distributed company<br />Lives: Gran Canarias<br />Works: IBM Netherlands<br />Reports : IBM US<br />
    13. 13. What’s driving all of this? <br />Agreed <br />Not the thing itself<br />But rather what it represents …. <br />
    14. 14. Free<br />Fast<br />No training needed<br />No training offered<br />Few Rules<br />Lots of Freedom<br />“the standard for usability must be high. The best consumer interfaces must be the model to follow, not other enterprise software applications.” (Jeff Schick- IBM)<br />
    15. 15. By the numbers, Facebook is well over 500 million members strong<br />If you compare Facebook to the populations of the largest countries around the world it would rank 3rd behind China and India<br />Irrefutable proof that people like collaborating <br />
    16. 16. Irrefutable proof that people are collaborating and not just in a social context<br />
    17. 17. So how did Luis Suarez do it? <br />And how does Thierry Breton plan to do it? <br />
    18. 18. Answer<br />Social Business <br />
    19. 19. What is Social Business ? <br />“just facebook inside the organisation”<br />WRONG ANSWER<br />“more like Linkedin inside an organisation”<br />WRONG ANSWER (but closer)<br /> “uses Social Networking tools and collaboration culture to solve business problems”<br />CORRECT ANSWER<br />
    20. 20. Collaboration - Gardening Tools<br /><ul><li>Blogs
    21. 21. Wikis
    22. 22. Community
    23. 23. Forums
    24. 24. Groups
    25. 25. File sharing
    26. 26. User-Generated Content
    27. 27. Tagging & Bookmarking
    28. 28. Instant Messaging</li></li></ul><li>There is nothing particularly ground breaking about this tool set….<br />But when they are used in combination and in a collaborative <br />culture; they can produce this ….<br />
    29. 29.
    30. 30.
    31. 31.
    32. 32.
    33. 33.
    34. 34.
    35. 35. This is not Rocket Science<br />If employees are more connected<br />Then it becomes easier to find the right person and the right answer in an organisation<br />This leads to greater efficiency and effectiveness<br />This in turn leads to better customer service<br />Which in turn leads to better business results<br />And the indications and early adopter results confirm this…. <br />
    36. 36.
    37. 37.
    38. 38. Massive Potential ROI <br />USD15 million p.a. saved from sharing operational lessons learned <br />USD 700 million over 2 yrs through communities of practise <br />USD  100 million is uncovering new markets & 20 million is cost avoidance through enterprise collaboration <br />
    39. 39. The Challenge <br />People are the most valued asset of any organisation <br />BUT <br />80% of a company's knowledge are in the heads of its employees<br />
    40. 40. The really big payoff is creation of an institutional memory and a playbook <br />The Prize <br />
    41. 41. The biggest Area of resistance<br />Users <br />
    42. 42. You have to find ways to bring the whole organisation with you<br />Each of these people has a valuable piece of the puzzle<br />Otherwise it is just a technology platform and it will fail to deliver meaningful ROI <br />
    43. 43. Over 70% of HR Directors say their company is poor at Collaboration<br />(IBM study – Oct 2010)<br />
    44. 44. Where the other 30% live…<br />
    45. 45. ‘Corporate Culture Shift’ or ‘Tipping Point’<br />Sharing is good<br />Sharing is rewarded<br />Sharing is part of everyone’s job <br />
    46. 46. Recruit these key people<br />“subject matter experts ” <br />“energisers” <br />“mentors” <br />“champions” <br />“innovators” <br />“early adopters ” <br />“coaches ” <br />(Tip : use IT to help)<br />
    47. 47. Capture knowledge before it leaves the company<br />‘70% of what people know about their job is learned through everyday<br /> interactions with their colleagues’ (Deloitte Study)<br />
    48. 48. Summary<br />People have always been Social in Business<br />
    49. 49. Summary<br />2. We now have the tools to allow people to be Social anywhere <br /><ul><li>Blogs
    50. 50. Wikis
    51. 51. Community
    52. 52. Forums
    53. 53. Groups
    54. 54. File sharing
    55. 55. User-Generated Content
    56. 56. Tagging & Bookmarking
    57. 57. Instant Messaging</li></li></ul><li>Summary<br />3. “My suspicion is that by 2012 we will stop talking about all this social stuff and will just call it work” (Luis Suarez)<br />
    58. 58. THANK YOU <br />Rooven Pakkiri Come and see us on <br />Head of Social Business Stand 618<br />Digirati <br />