Presentation given by Jeff Dachis of Dachis Group at Enterprise 2.0 San Francisco 2009.

1. E2.0 2009
Social Business Design
@jeffdachis
jeff@dachisgroup.com
http://www.dachisgroup.com

2. Le Enterprise Est Mort, Vive Le
Enterprise!
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3. 15 years of Technology Transformation
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4. Social Business Design | November 4, 2009
Everything that can be digital, will be.
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5. Social Business Design | November 4, 2009
Exciting times
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6. Social Business Design | November 4, 2009
Interesting times
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7. Social Business Design | November 4, 2009
We have all been there.
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8. The Song Remains the Same
The Promise of Nothing New
g
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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
p p
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 pro ide
efficientl provide and receive value.
recei e al e
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10. The Enterprise Is The Business
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11. Social Business Design | November 4, 2009
The Enterprise is not IT.
e te p se s ot
• The Enterprise is made up of the People, Processes, and
p p p , ,
Technology Systems that are used to exchange value in
every area of the business.
- St focusing on only IT.
Stop f i l IT
- You are missing 2/3 of the picture.
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12. Social Business Design | November 4, 2009
The Enterprise is ALL of the business
• .
• The Enterprise represents ALL parts of a businesses
- Employees
- Customers
content ecosystem
y support
- Shareholders commerce ecosystem
services
- Business Partners
- Suppliers
developer application
ecosystem ecosystem
- Distributers
cloud services
products
supply chain ecosystem
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13. Social Business Design | November 4, 2009
People, Process, and Technology Systems
have not yet adapted...
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14. Social Business Design | November 4, 2009
....While the shape of the Enterprise has
p p
changed
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15. Inescapable Trends
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16. Social Business Design | November 4, 2009
Our world is truly getting wired
Source: Nielsen
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17. Social Business Design | November 4, 2009
The wires are getting faster
Source: Pew Internet & American Life Project, July 2008
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18. Social Business Design | November 4, 2009
IT consumerization is upon us
co su e at o s upo
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19. Social Business Design | November 4, 2009
Co su e eb
Consumer web apps proliferate
p o e ate
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20. Social Business Design | November 4, 2009
We buy supe co pute s at the mall
e supercomputers t e a
Source: Apple
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21. Social Business Design | November 4, 2009
And provide access to everyone...
d p o de e e yo e
Source: One Laptop Per Child
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22. Social Business Design | November 4, 2009
We share opinions on everything
Source: antigone78 on Flickr
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23. Social Business Design | November 4, 2009
C oud computing s ea ty
Cloud co put g is a reality
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24. Social Business Design | November 4, 2009
Work demands a “always on” mentality
o de a ds an a ays o e ta ty
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25. Social Business Design | November 4, 2009
Social technologies keep us informed
Source: McKinsey & Company
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26. But not so fast...
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27. Social Business Design | November 4, 2009
Consumers are increasingly skeptical
Source: Edelman
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28. Social Business Design | November 4, 2009
Participation isn’t scalable...
isn t
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29. Social Business Design | November 4, 2009
...because individuals don t scale
don’t
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30. Social Business Design | November 4, 2009
People are people
Source: CarbonNYC on Flickr
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31. Social Business Design | November 4, 2009
Communication remains largely
unidirectional
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32. Social Business Design | November 4, 2009
Work still happens in silos
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33. Social Business Design | November 4, 2009
We have endless po t so ut o s not
e a e e d ess point solutions ot
platforms
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34. Social Business Design | November 4, 2009
Businesses are overloaded with data
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35. Social Business Design | November 4, 2009
How will you govern?
Source: Ambidanze on Flickr
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36. Social Business Design | November 4, 2009
What policies do you have in place?
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37. Pulling it Together
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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.
organi ational model
dachisgroup.com
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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
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40. Social Business Design
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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
i i l i f i ll
calibrated and dynamic business
systems, process and culture.
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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
b i t
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43. The Archetypes of Social Business Design
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44. Social Business Design | November 4, 2009
Four Archetypes for
Social Business Design
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45. Social Business Design | November 4, 2009
Ecosystem
y
dachisgroup.com
From Disparate Silos To Connected Nodes
F Di Sil T C dN d
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46. Social Business Design | November 4, 2009
A network of nodes and connections
Source: ethorson on Flickr
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47. Social Business Design | November 4, 2009
Core and Extended
Extended
Core
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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 h li ti technology
holistic t h l dachisgroup.com
d hi
architecture
- Strong and weak ties
- Active and ambient
awareness Disparate Silos To Connected Nodes
From
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49. Social Business Design | November 4, 2009
Hivemind
dachisgroup.com
From Hoarding To Collaborating
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50. Social Business Design | November 4, 2009
A primary social calibration
p y
Source: Larry Tomlinson on Flickr
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51. Social Business Design | November 4, 2009
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52. Social Business Design | November 4, 2009
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53. Social Business Design | November 4, 2009
Hivemind (culture)
- A primary social
calibration
- Active Participation
- Active Engagment
- Active Involvement
dachisgroup.com
From Hoarding To Collaborating
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54. Social Business Design | November 4, 2009
Dynamic Signal
dachisgroup.com
From Static To Dynamic -
“Communication as work, not for work”
,
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55. Social Business Design | November 4, 2009
Dynamic signal
• real time communication
real-time
• human and machine signals
• signals from relevant transmission points
• updates on location
d t l ti
• monitors and acts upon signals of others
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56. Social Business Design | November 4, 2009
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57. Social Business Design | November 4, 2009
Dynamic signal (communication process)
- Dynamic real time
y
signals of all nodes in dachisgroup.com
the 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

58. Social Business Design | November 4, 2009
Metafilter
dachisgroup.com
From Filter Failure To Clear Signals
“Finding meaning in all the noise”
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59. Social Business Design | November 4, 2009
Diverse data sets need co te t
e se eed context
Source: Nicolas Felton 2007 Annual Report
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60. Social Business Design | November 4, 2009
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61. Social Business Design | November 4, 2009
Analyze for meaning
Source: Nielsen Online
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62. 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
2009-04-
Mainstream pharmacy sites
repost press release: “US
Swine Flu Deaths Hit Double
Digits.” 2009-05-21
2009-05-
Source: Nielsen Online
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63. Social Business Design | November 4, 2009
Metafilter (filter, measure)
- Filter tag sort
Filter,
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

64. Challenges: Its Early
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65. Social Business Design | November 4, 2009
A hiveminded dynamically signaling,
hiveminded, signaling
metafiltered ecosystem will perform
exponentially better.
p y
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66. 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
People Process
• Create an overarching plan:
- Systems Architecture (holistic and agnostic)
- Cultural Change Management
- Process Evaluation a d Reorganization
ocess a uat o and eo ga at o
- Governance, Leadership, Accountability, Investment and return
- Measurement strategy- measure the right things
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67. Social Business Design | November 4, 2009
Social business design applied
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68. Social Business Design | November 4, 2009
Why Social Business Design?
Improved
I d
= &
+ 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
E i i t k t
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69. How ready are you for social business?
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70. The Enterprise is dead. Long live the
Enterprise!
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71. Thank You.
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72. Dachis Group
Jeffrey Dachis
Chief Executive Offi
Chi f E ti Officer
jeff@dachisgroup.com
http://www.dachisgroup.com
http // dachisgro p com
512-275-7830