5 steps to becoming a social enterprise andrew bishop-jacobs

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5 steps to becoming a social enterprise andrew bishop-jacobs

  1. 1. Getting Social: A 5 Step Road Map to Becominga Social & Collaborative EnterpriseAndrew BishopPrincipal ConsultantJacobs (formerly Unique World)@andrewbishandrew.bishop@uniqueworld.netwww.uniqueworld.net
  2. 2. About JacobsJacobs is a leading enterprise collaboration consultancy. We work withAustralia’s major enterprises to connect people to people and people toinformation.We transform their business through enabling technology to give them backtime and freedom for other important stuff.
  3. 3. WHAT IS A SOCIAL ENTERPRISE ANYWAY?
  4. 4. Imagine if…• You could get rid of meetings and conference calls where the only purpose was to give someone an update• You could find out that someone else in your organisation had already created a document about topic X before you invested lots of your time into creating a new one• You always knew the latest information about the projects and topics that interest you?• Simply clearing your in-box wasn’t cause for a major celebration
  5. 5. Imagine if…• You had the same visibility into the actions of your interstate team members as you do for local team members• You didn’t have to ask your team mates what they’re working on, because you already knew• You knew exactly how to find out if someone in the organisation had the expertise you needed
  6. 6. What we’re describing here is what lifeit like when your organisation becomesa social enterprise.
  7. 7. What makes a social enterprise?• People• Connections• Openness
  8. 8. People• People are at the centre of a social enterprise.• Its about recognising that workers are more than just resources – they are complex, multi-faceted individuals, with: – Creativity – Expertise – Opinions – Ideas – Credibility – Passion – Feedback – Contributions – Activities
  9. 9. Rich User Profiles Photo and Biocontact details Expertise Micro blogs Communities Earned Badges • In a social enterprise, we enable people to know and be known via rich user profiles • Why do this? Engagement. Full value
  10. 10. Connectedness Connected in a Social Enterprise means.. • Opening up channels for peer to peer collaboration and communication • Build up the ‘wirearchy’* of trusted, valued connections - within and around my organisation • Supporting the weak/strong, near/far links* John Husband www.wirearchy.com
  11. 11. Connectedness• Enable people to connect to and share with one another – Create content together using wikis – Have discussions using forums – Share and develop ideas using ideation – Share status updates and crowd-source solutions using micro-blogs – Acknowledge teammates using badges – Work together in communities
  12. 12. Collaboration by another name?A Social Enterprise is differentiated by:• New tools that aid a more social form of collaboration – Following • People, sites, topics – Activity streams – Micro blogging – Communities of interest – Badging and recognition• Openness
  13. 13. OpennessOpenness means:• Working in way that has greater visibility – “Working aloud”, “Narrating” – Like an open plan office..but with a discoverable history• Creating a chatter of activity and updates that we can tap into by selective following of people , communities and topics• Real-time awareness amongst team mates of what each other is doing – “Looking over each other’s shoulders”
  14. 14. But not in Big Brother way!
  15. 15. But not in Big Brother way!.. And no FB-style stalking!
  16. 16. Why would we want openness?• Cohesion, awareness, efficiencyFor a stunning example of cohesionwatch this YouTube clip of themurmuration of the starlingsof Otmoor
  17. 17. Why would we want openness?• Widen the benefits When a query is handled via email, phone or instant chat, only the participants benefit; If on the other hand the question is posed in a micro blog, others can benefit too.
  18. 18. IS THERE A BUSINESS CASE FOR ASOCIAL ENTERPRISE?
  19. 19. Value & Business PerformanceRevenue Cost• Improved customer • Self service support satisfaction and loyalty • Overcoming barriers to• Better quality tenders, collaboration: travel and improved win rate communications costs Productivity Connected Culture • Less duplication • New hire ramp up • Faster tender responses • Quicker location of expertise • Faster cycles • Improved connections b/w • Better decisions teams • Career diversity
  20. 20. Newsgator surveyTop recorded benefits83% - Increased speed of access to knowledge55% - Increased speed of access to experts41% - Increased employee satisfaction31% - Faster employee on-boarding & training28% - Increased # of successful innovations28% - Reduced travel costs28% - Reduced communication costsNewsgator 2011
  21. 21. Newsgator surveyTop recorded benefits83% - Increased speed of access to knowledge55% - Increased speed of access to experts41% - Increased employee satisfaction31% - Faster employee on-boarding & training28% - Increased # of successful innovations28% - Reduced travel costs28% - Reduced communication costsNewsgator 2011
  22. 22. The challenge of dis-engaged staff
  23. 23. What do workers people want?
  24. 24. What do workers people want?
  25. 25. What do workers people want?
  26. 26. What do workers people want?
  27. 27. What do workers people want?
  28. 28. What do workers people want?
  29. 29. What do workers people want?
  30. 30. What do workers people want?
  31. 31. What do workers people want? People (that’s us!) are pretty clear about how we want to handle information outside work , so why not provide the same sort of tools at work
  32. 32. Two great reasons for Social Enterprise• The wonderful things about social business is that it makes 2 important things better at once:• It improves business outcomes, and• It improves the working lives of everyone in business. – How? It gives everyone a voice, and a chance to manifest what Nelson Mandela calls your "spark of genius“.
  33. 33. GETTING BUY-IN
  34. 34. Social is, well, different!• No mistaking – it is change• New tools, new attitudes• Can’t run this like traditional corp change – Purposeful facilitation – More freedom, less control – Participation is encouraged, but optional
  35. 35. Buy-in and Adoption• Seek out heavy hitters (management) and the influencers (power users)• Identify the use cases that make it easy and rewarding to participate
  36. 36. What me, worry?We’d need verystrict policies to I feel anxiousspecify who can about ‘puttingdo what myself out there’ Isn’t it just about making people feel good?
  37. 37. What me, worry? Address through: 1. EducationWe’d need verystrict policies to I feel anxiousspecify who can 2. Social policydo what about ‘putting myself out there’ 3. Audits & analytics Isn’t it just about making people feel good?
  38. 38. SELECTING SOCIAL TOOLS
  39. 39. Get the functionality you need• Profile (source of truth)• Activity streams• Communities of interest• Videos• Ideation• Badging and recognition• Reach (portal, desktop, mobile)
  40. 40. But don’t forget the ‘non-funcs’• Supportability by your IT apps department• Existing vendor relationships• Costs• Data sovereignty (who controls your data)• Systems of engagement needs the same rigor as systems of record
  41. 41. Social Integration – what are you connected to? Intranet CRM ERP SCM Social everywhere Connective tissueGartner: “By 2016, 15% of businesses will deploy a horizontal social technology layer thatintegrates with several business applications”.
  42. 42. What next?1. Take a strategic view2. Work out the requirements3. Decide on the tool4. Get your toe in the water5. Roll it out
  43. 43. Credits & further reading• ‘Social Business by Design’ Hinchcliffe & Kim 2012• www.jarche.com• www.wirearchy.com

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