Social Business Design: The Enterprise is Dead. Long Live the Enterprise!
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Social Business Design: The Enterprise is Dead. Long Live the Enterprise!
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Social Business Design- E2.0 2009 A Focused Enterprise for a Networked Economy
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Social Business Design: The Enterprise is Dead. Long Live the Enterprise!
- 1. Social Business Design The Enterprise is Dead. Long Live the Enterprise! A Focused Enterprise for a Networked Economy E2.0 2009 @jeffdachis jeff@dachisgroup.com http://www.dachisgroup.com
- 2. Le Enterprise Est Mort, Vive Le Enterprise! ® 2009 Dachis Group. Confidential and Proprietary 2
- 3. 15 years of Technology Transformation ® 2009 Dachis Group. Confidential and Proprietary 3
- 4. Social Business Design | November 4, 2009 Everything that can be digital, will be. ® 2009 Dachis Group. Confidential and Proprietary 4
- 5. Social Business Design | November 4, 2009 Exciting times ® 2009 Dachis Group. Confidential and Proprietary 5
- 6. Social Business Design | November 4, 2009 Interesting times ® 2009 Dachis Group. Confidential and Proprietary 6
- 7. Social Business Design | November 4, 2009 We have all been there. ® 2009 Dachis Group. Confidential and Proprietary 7
- 8. The Song Remains the Same The Promise of Nothing New ® 2009 Dachis Group. Confidential and Proprietary 8
- 9. Social Business Design | November 4, 2009 Business is based on People, Process, and Technology Systems • The enterprise wants to provide and receive value • The enterprise wants people to want to be involved and invested where they spend their time • The enterprise wants a process that encourages people to be involved and values their contribution • The enterprise wants systems that enable people to be involved in a process so they can most efficiently provide and receive value. ® 2009 Dachis Group. Confidential and Proprietary 9
- 10. The Enterprise Is The Business ® 2009 Dachis Group. Confidential and Proprietary 10
- 11. Social Business Design | November 4, 2009 The Enterprise is not IT. • The Enterprise is made up of the People, Processes, and Technology Systems that are used to exchange value in every area of the business. - Stop focusing on only IT. - You are missing 2/3 of the picture. ® 2009 Dachis Group. Confidential and Proprietary 11
- 12. Social Business Design | November 4, 2009 The Enterprise is ALL of the business . • The Enterprise represents ALL parts of a businesses - Employees - Customers support content ecosystem - Shareholders commerce ecosystem services - Business Partners - Suppliers developer application ecosystem ecosystem - Distributers cloud services products supply chain ecosystem ® 2009 Dachis Group. Confidential and Proprietary 12
- 13. Social Business Design | November 4, 2009 People, Process, and Technology Systems have not yet adapted... ® 2009 Dachis Group. Confidential and Proprietary 13
- 14. Social Business Design | November 4, 2009 ....While the shape of the Enterprise has changed ® 2009 Dachis Group. Confidential and Proprietary 14
- 15. Inescapable Trends ® 2009 Dachis Group. Confidential and Proprietary 15
- 16. Social Business Design | November 4, 2009 Our world is truly getting wired Source: Nielsen ® 2009 Dachis Group. Confidential and Proprietary
- 17. Social Business Design | November 4, 2009 The wires are getting faster Source: Pew Internet & American Life Project, July 2008 ® 2009 Dachis Group. Confidential and Proprietary
- 18. Social Business Design | November 4, 2009 IT consumerization is upon us ® 2009 Dachis Group. Confidential and Proprietary
- 19. Social Business Design | November 4, 2009 Consumer web apps proliferate ® 2009 Dachis Group. Confidential and Proprietary 19
- 20. Social Business Design | November 4, 2009 We buy supercomputers at the mall Source: Apple ® 2009 Dachis Group. Confidential and Proprietary
- 21. Social Business Design | November 4, 2009 And provide access to everyone... Source: One Laptop Per Child ® 2009 Dachis Group. Confidential and Proprietary
- 22. Social Business Design | November 4, 2009 We share opinions on everything Source: antigone78 on Flickr ® 2009 Dachis Group. Confidential and Proprietary
- 23. Social Business Design | November 4, 2009 Cloud computing is a reality ® 2009 Dachis Group. Confidential and Proprietary
- 24. Social Business Design | November 4, 2009 Work demands an “always on” mentality ® 2009 Dachis Group. Confidential and Proprietary
- 25. Social Business Design | November 4, 2009 Social technologies keep us informed Source: McKinsey & Company ® 2009 Dachis Group. Confidential and Proprietary
- 26. But not so fast... ® 2009 Dachis Group. Confidential and Proprietary
- 27. Social Business Design | November 4, 2009 Consumers are increasingly skeptical Source: Edelman ® 2009 Dachis Group. Confidential and Proprietary
- 28. Social Business Design | November 4, 2009 Participation isnʼt scalable... ® 2009 Dachis Group. Confidential and Proprietary 28
- 29. Social Business Design | November 4, 2009 ...because individuals donʼt scale ® 2009 Dachis Group. Confidential and Proprietary 29
- 30. Social Business Design | November 4, 2009 People are people Source: CarbonNYC on Flickr ® 2009 Dachis Group. Confidential and Proprietary 30
- 31. Social Business Design | November 4, 2009 Communication remains largely unidirectional ® 2009 Dachis Group. Confidential and Proprietary
- 32. Social Business Design | November 4, 2009 Work still happens in silos ® 2009 Dachis Group. Confidential and Proprietary
- 33. Social Business Design | November 4, 2009 We have endless point solutions not platforms ® 2009 Dachis Group. Confidential and Proprietary
- 34. Social Business Design | November 4, 2009 Businesses are overloaded with data ® 2009 Dachis Group. Confidential and Proprietary
- 35. Social Business Design | November 4, 2009 How will you govern? Source: Ambidanze on Flickr ® 2009 Dachis Group. Confidential and Proprietary
- 36. Social Business Design | November 4, 2009 What policies do you have in place? ® 2009 Dachis Group. Confidential and Proprietary
- 37. Pulling it Together ® 2009 Dachis Group. Confidential and Proprietary 37
- 38. Social Business Design | November 4, 2009 The industrial economy has evolved and requires some fresh thinking to realize its potential. Today, we live in a network economy. We need a network centric organizational model. dachisgroup.com ® 2009 Dachis Group. Confidential and Proprietary 38
- 39. Social Business Design | November 4, 2009 A shift towards social business New distributed, collaborative, and agile organizations are able to surpass current barriers to growth in order to create new value ® 2009 Dachis Group. Confidential and Proprietary
- 40. Social Business Design ® 2009 Dachis Group. Confidential and Proprietary 40
- 41. Social Business Design | November 4, 2009 An organizational framework for doing business in a networked economy • Social Business Design is the intentional creation of socially calibrated and dynamic business systems, process and culture. ® 2009 Dachis Group. Confidential and Proprietary 41
- 42. Social Business Design | November 4, 2009 An organizational framework for doing business in a networked economy • The Goal: Enhanced value exchange among constituents with Improved and emergent business outcomes ® 2009 Dachis Group. Confidential and Proprietary 42
- 43. The Archetypes of Social Business Design ® 2009 Dachis Group. Confidential and Proprietary 43
- 44. Social Business Design | November 4, 2009 Four Archetypes for Social Business Design ® 2009 Dachis Group. Confidential and Proprietary
- 45. Social Business Design | November 4, 2009 Ecosystem dachisgroup.com From Disparate Silos To Connected Nodes ® 2009 Dachis Group. Confidential and Proprietary
- 46. Social Business Design | November 4, 2009 A network of nodes and connections Source: ethorson on Flickr ® 2009 Dachis Group. Confidential and Proprietary
- 47. Social Business Design | November 4, 2009 Core and Extended Extended Core ® 2009 Dachis Group. Confidential and Proprietary 47
- 48. Social Business Design | November 4, 2009 Ecosystem (connection systems) - An expanded constituent base including core and extended - A robust, integrated network of nodes and connections - A holistic technology architecture dachisgroup.com - Strong and weak ties - Active and ambient awareness From Disparate Silos To Connected Nodes ® 2009 Dachis Group. Confidential and Proprietary
- 49. Social Business Design | November 4, 2009 Hivemind dachisgroup.com From Hoarding To Collaborating ® 2009 Dachis Group. Confidential and Proprietary
- 50. Social Business Design | November 4, 2009 A primary social calibration Source: Larry Tomlinson on Flickr ® 2009 Dachis Group. Confidential and Proprietary
- 51. Social Business Design | November 4, 2009 Hivemind (culture) - A primary social calibration - Active Participation - Active Engagment - Active Involvement dachisgroup.com From Hoarding To Collaborating ® 2009 Dachis Group. Confidential and Proprietary
- 52. Social Business Design | November 4, 2009 Dynamic Signal dachisgroup.com From Static To Dynamic - “Communication as work, not for work” ® 2009 Dachis Group. Confidential and Proprietary
- 53. Social Business Design | November 4, 2009 Dynamic signal • real-time communication • human and machine signals • signals from relevant transmission points • updates on location • monitors and acts upon signals of others ® 2009 Dachis Group. Confidential and Proprietary
- 54. Social Business Design | November 4, 2009 ® 2009 Dachis Group. Confidential and Proprietary
- 55. Social Business Design | November 4, 2009 Dynamic signal (communication process) - Dynamic real time signals of all nodes in the dachisgroup.com ecosystem - A new mode of transparent authorship and ownership - Creates efficiencies From Static To Dynamic - “Communication as work, not for work” ® 2009 Dachis Group. Confidential and Proprietary
- 56. Social Business Design | November 4, 2009 Metafilter dachisgroup.com From Filter Failure To Clear Signals “Finding meaning in all the noise” ® 2009 Dachis Group. Confidential and Proprietary
- 57. Social Business Design | November 4, 2009 Diverse data sets need context Source: Nicolas Felton 2007 Annual Report ® 2009 Dachis Group. Confidential and Proprietary
- 58. Social Business Design | November 4, 2009 ® 2009 Dachis Group. Confidential and Proprietary
- 59. Social Business Design | November 4, 2009 Analyze for meaning Source: Nielsen Online ® 2009 Dachis Group. Confidential and Proprietary
- 60. Social Business Design | November 4, 2009 Classify and focus the analysis “Reasons I am frustrated with the general public: 1. Everyone is running around like a chicken with their head cut off talking about the &*%$ swine flu...” 2009-04-30 Mainstream pharmacy sites repost press release: “US Swine Flu Deaths Hit Double Digits.” 2009-05-21 Source: Nielsen Online ® 2009 Dachis Group. Confidential and Proprietary
- 61. Social Business Design | November 4, 2009 Metafilter (filter, measure) - Filter, tag sort dachisgroup.com - Define constructs for measurment - Analyzing for meaning - Define relevance - Amplify relevance From Filter Failure To Clear Signals “Finding meaning in all the noise” ® 2009 Dachis Group. Confidential and Proprietary
- 62. Challenges: Its Early ® 2009 Dachis Group. Confidential and Proprietary 62
- 63. Social Business Design | November 4, 2009 A hiveminded, dynamically signaling, metafiltered ecosystem will perform exponentially better. ® 2009 Dachis Group. Confidential and Proprietary 63
- 64. Social Business Design | November 4, 2009 We are all working hard, but lets work smarter • Eliminate the duct tape and bubble gum • Focus on People, Process, and Technology • Create an overarching plan: - Systems Architecture (holistic and agnostic) - Cultural Change Management - Process Evaluation and Reorganization - Governance, Leadership, Accountability, Investment and return - Measurement strategy- measure the right things ® 2009 Dachis Group. Confidential and Proprietary 64
- 65. Social Business Design | November 4, 2009 Social business design applied ® 2009 Dachis Group. Confidential and Proprietary 65
- 66. Social Business Design | November 4, 2009 Why Social Business Design? Improved = & + Emergent Outcomes •Adaptable business practices •Cost savings and efficiencies •Improved collaborative processes •Informed social marketing strategies •Customer growth, retention and sustainability •New product & service offerings/innovations •Expansion into new markets ® 2009 Dachis Group. Confidential and Proprietary 66
- 67. How ready are you for social business? ® 2009 Dachis Group. Confidential and Proprietary 67
- 68. The Enterprise is dead. Long live the Enterprise! ® 2009 Dachis Group. Confidential and Proprietary 68
- 69. Thank You. ® 2009 Dachis Group. Confidential and Proprietary 69
- 70. Dachis Group Jeffrey Dachis Chief Executive Officer jeff@dachisgroup.com http://www.dachisgroup.com 512-275-7830
Editor's Notes
- Depending on your perspective, the un-tethering of workers has also changed the mentality we bring to the job. “Going to the office” is no longer a 9 am - 5 pm, 5 days a week pattern for most people. Today’s information workers are always-on, connected by a combination of emerging technologies.
- Social business efforts often end up living in isolation.
- All organizations will deal with Governance issues.
- When ESPN announced they would be rolling out guidelines for employee Twitter usage that stipulated direct benefit to ESPN, it created more confusion.
- The social business ecosystem consists of nodes both animate and inanimate and the strength of their interconnections. At a micro-level, departments, customer segments, and local area networks remain. At a macro-level, the network can be mapped to illustrate how the business functions as part of a system comprised of dozens, hundreds, or even thousands of smaller ecosystems.
- Hivemindedness can be measured by assessing levels of collective awareness,engagement, and participation. A social inclination resides within a company’s culture and tempers planning, decision-making, and work output. Employees approach work with a social mindset; customers expect dialogue and engagement; suppliers anticipate collaboration towards common goals. The hivemind makes decisions and receives continuous reinforcement through business interactions.
- Dynamic Signal Signals produced from all points are considered potentially relevant - authority is not dependent on hierarchical status, but on goal relevance. Technology gives consumers the ability to author, own, and transmit signals, validated by search engines for relevance. In response, businesses respond to the dynamic information flow produced by constituents. The strength of a dynamic signal can be measured at transmission points and subsequently analyzed to drive business activity in response.
- Dynamic Signal Signals produced from all points are considered potentially relevant - authority is not dependent on hierarchical status, but on goal relevance. Technology gives consumers the ability to author, own, and transmit signals, validated by search engines for relevance. In response, businesses respond to the dynamic information flow produced by constituents. The strength of a dynamic signal can be measured at transmission points and subsequently analyzed to drive business activity in response.
- Increasingly, users are becoming used to experiences which allow them to signal in real time vs. sending messages which can end up static, buried at the bottom of an in-box. Ecosystems such as Linked In, Facebook, Twitter and Yammer all support early signs of dynamic signaling.
- Metafilter Information needs to be segmented into meaningful and manageable sets. What’s important to one person may be meaningless to another, but they must be able to work with a parts smaller than the whole. This approach allows for parallel processing of information so insight can be made actionable, faster. Filtering, tagging, and sorting data and measuring its impact produce opportunities for value capture buried deep in data sets.
- Voting applications allow companies to crowdsource ideas but encouraging users to submit new product and service ideas. The community votes on these submissions, allowing companies to see what’s most popular with their fans and potentially take action. Users are generally rewarded with recognition, for example points, rather than any sort of monetary incentive. Other good examples of voting applications are Dell’s Ideastorm and My Starbucks Idea.