CIO Advisory Board
Social Enterprise – October 16, 2013
Agenda

1

Social Business Study with MIT – Shifting into first gear

2

Deloitte’s Case on Social Business

© 2013 Deloit...
Social Business Study with MIT
Shifting into first gear

3
From fad to fact:
How Social is reshaping
business
Second annual MIT Sloan
Management Review and
Deloitte social business ...
Our multi-year research study

To better understand how social is evolving within
organizations, we engaged in a multi-yea...
The growth of social business
Social is growing in importance …

80%
69%

70%
63%
60%

54%

50%
40%

40%

Year 1
Year 2

36%

30%
20%

18%

10%
0%
Today...
… across all industries, too

70,0%
61%
60,0%
53%
50,0%

46%
40%

40,0%

38%

36%
29,4%

29%

30,0%

25%

22,5%

25%
20,0%...
Uses are many and varied

“What are the top uses of SB in your department?”
Yet progress to social maturity is slow

Rating your organization's "social maturity"
20%
18%

18%

18%
16%
16%
14%
12%

1...
Barriers vary based on maturity

Stage 1:
Early
Top 3 Barriers
to Social
Business

Stage 2:
Developing

• Lack of an overa...
There are positive correlations to maturity…

(+) Positive Relationships

Significant
Integration of
Social Business
into ...
… and negative ones
(-) Negative Relationships

Coefficients for
impact to maturity
for small and large
businesses
-0.301
...
Leaders help drive social business maturity
Stage 2:
Developing

Stage 1:
Early

44% likely to have a person
to oversee co...
Four ways to shift out of first gear

Lead a Social Culture

Measure What Matters

Although providing a social
tool may be...
In summary

 The use of social business is still in the early stages at
most organizations
 There is a tremendous opport...
More from Deloitte
The Social Business Report
Full report at DUPress.com

Infographic

Amplify the Value of Social Signals...
Deloitte’s Case on Social
Business

18
Our future building
Timeline of our Social Journey
Year

2001
2005

Actions

• Portal – 1-way communication / information “MyDeloitte”

• Docu...
eDReaMS:
electronic Document and Record Management System
Work has changed dramatically evolving to a paperless environmen...
MS Lync is used for :
•

Making Phone Calls

•

Instant Messaging between colleagues

•

Video Conferencing

•

Sharing of...
Yammer for Deloitte that’s
• Comprehensive collaboration.
Tap in on any device.
• A more effective social intranet.
Integr...
Deloitte People Network
•

More than just one global repository

•

Cross-functional people profile system that showcases ...
Deloitte’s New World of
Work
Gateway’s revolutionary technology is an enabler to
achieve our vision

Vision 2020 - “Embed Social Business in our DNA”

...
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private
company limited by guarant...
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CIO Advisory Board 18102013 - Social Enterprise

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A presentation on our recent study with MIT Sloan and Deloitte's journey in regards to Social Enterprise, with our vision on the future.

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CIO Advisory Board 18102013 - Social Enterprise

  1. 1. CIO Advisory Board Social Enterprise – October 16, 2013
  2. 2. Agenda 1 Social Business Study with MIT – Shifting into first gear 2 Deloitte’s Case on Social Business © 2013 Deloitte Belgium
  3. 3. Social Business Study with MIT Shifting into first gear 3
  4. 4. From fad to fact: How Social is reshaping business Second annual MIT Sloan Management Review and Deloitte social business report
  5. 5. Our multi-year research study To better understand how social is evolving within organizations, we engaged in a multi-year research project with MIT Sloan Management Review (MIT SMR) Our second year research: • Surveyed 2,545 executives and managers • Involved 99 countries and 25 industries • Interviewed 33 business executives and thought leaders
  6. 6. The growth of social business
  7. 7. Social is growing in importance … 80% 69% 70% 63% 60% 54% 50% 40% 40% Year 1 Year 2 36% 30% 20% 18% 10% 0% Today “How important do you consider SB to be to your organization?” One year from today Three years from today
  8. 8. … across all industries, too 70,0% 61% 60,0% 53% 50,0% 46% 40% 40,0% 38% 36% 29,4% 29% 30,0% 25% 22,5% 25% 20,0% 37,4% 23,4% 18% 16,9% 14,2% 10,4% 10,0% 24% 26% 7,1% 26% 19,4% 14,0% 13,7% 9,0% 0,0% Year 1 Year 2 “How important do you consider SB to be to your organization?”
  9. 9. Uses are many and varied “What are the top uses of SB in your department?”
  10. 10. Yet progress to social maturity is slow Rating your organization's "social maturity" 20% 18% 18% 18% 16% 16% 14% 12% 11% 10% 10% 10% 9% 8% 6% 5% 4% 2% 2% 1% 0% 1 2 Early 52% 3 4 5 Developing 31% “Imagine an organization transformed by social tools that drive collaboration and information sharing across the enterprise and integrate social data into operational processes. How close is your organization to that ideal?” 6 7 8 9 Maturing 17% 10
  11. 11. Barriers vary based on maturity Stage 1: Early Top 3 Barriers to Social Business Stage 2: Developing • Lack of an overall • Too many competing strategy priorities • No strong business / • Lack of an overall proven value strategy proposition • Security concerns • Lack of management understanding “Imagine an organization transformed by social tools that drive collaboration and information sharing across the enterprise and integrate social data into operational processes. How close is your organization to that ideal?” Stage 3: Maturing • Too many competing priorities • Security concerns • Lack of an overall strategy
  12. 12. There are positive correlations to maturity… (+) Positive Relationships Significant Integration of Social Business into Multiple Functions 0.627 Coefficients for impact to maturity for small and large businesses Use of Social Business to Manage Projects High Levels of Use of a Variety of Social Business Tools and Technologies Use of Social Business in Daily Decision Making 0.449 0.383 0.290 Small Businesses 0.275 0.259 Large Businesses 0.155
  13. 13. … and negative ones (-) Negative Relationships Coefficients for impact to maturity for small and large businesses -0.301 -0.302 -0.325 Small Businesses -0.378 Large Businesses -0.457 -0.512 No Strong Business Case or Proven Value Proposition [2] -0.519 Lack of Senior Management Sponsorship Lack of an Overall Strategy Lack of Individual with Direct Responsibility for Social Business
  14. 14. Leaders help drive social business maturity Stage 2: Developing Stage 1: Early 44% likely to have a person to oversee company’s social initiatives 68% likely to have a person to oversee company’s social initiatives 52% of companies said they were here Functional affiliation of top social business leader: Marketing Stage 3: Maturing 80% likely to have a person to oversee company’s social initiatives 31% of companies said they were here Functional affiliation of top social business leader: Marketing 17% of companies said they were here Functional affiliation of top social business leader: Senior Management
  15. 15. Four ways to shift out of first gear Lead a Social Culture Measure What Matters Although providing a social tool may be a springboard for adoption, it is not enough. Company leaders must actively drive its use. While there is no consensus yet about how to measure returns from social business, some clear approaches and guidelines are coming to the fore. Create and Curate Meaningful Content Change the Way Work Gets Done The success of social hinges on the quality of content. And with the greater use of social comes much stronger demands for fresh, unique content. Through social business reengineering, companies can change how work is done and break down functional barriers by revamping processes and embedding social capabilities into workflows.
  16. 16. In summary  The use of social business is still in the early stages at most organizations  There is a tremendous opportunity to reap the benefits across an organization of social business that is reengineered from the business strategy  Despite the early stages of development, several companies are paving the path forward and can provide insights from their efforts
  17. 17. More from Deloitte The Social Business Report Full report at DUPress.com Infographic Amplify the Value of Social Signals Financial Times Article The Executive’s Role in Social Reengineering Social Business by Design YouTube Video Reengineering Business Intelligence Rewired Customer
  18. 18. Deloitte’s Case on Social Business 18
  19. 19. Our future building
  20. 20. Timeline of our Social Journey Year 2001 2005 Actions • Portal – 1-way communication / information “MyDeloitte” • Document Management Solution based on Sharepoint 2010 • (mobile) communication everywhere through the use of VoIP 2012 • Microblogging to increase the employee experience through communitees 2013 • Advanced community interaction through the combines solutions above Solution
  21. 21. eDReaMS: electronic Document and Record Management System Work has changed dramatically evolving to a paperless environment eDReams • Provides a complete document management solution • Captures and handles the workflow for all documentation within customer projects. Archiving and filing were initially paper based workflows that were hard to trace eDReaMs offers • Electronic workflow and document handling - Business continuity • Advanced sharing of documents and archives – Cost reduction • Compliance to strict requirements regarding confidentiality – Risk and efficiency Based on SharePoint technology: sustainable platform - better collaboration Integrates with • Outlook via toolbar Add in • Deloitte Online • Nova CRM systems • And more BU specific tools
  22. 22. MS Lync is used for : • Making Phone Calls • Instant Messaging between colleagues • Video Conferencing • Sharing of desktop content (sharing presentations) internally and externally • Remote access to desktops (IT Service Desk) Integration with applications is ongoing to : • Improve the interaction with the customer/end-user (CRM integration) • Enriched context for call handling, internally and externally • Be more pro-active (users calling Service Desk, the agent gets prompted of open issues) 220.445 IM sessions 235.705 Lync calls 1.754.620 IM messages 4.843 conferences
  23. 23. Yammer for Deloitte that’s • Comprehensive collaboration. Tap in on any device. • A more effective social intranet. Integrates with SharePoint. • Improved productivity. Crowdsourcing of ideas means faster responses to business and customer demands. • A stronger corporate culture. Transform a widespread employee base into a more tightly knit workforce focused on customer satisfaction.
  24. 24. Deloitte People Network • More than just one global repository • Cross-functional people profile system that showcases your experience, expertise and interests • Center of collaboration to express your professional and personal brand, exchange knowledge, build connections, and share ideas and opportunities. Integrates with • Provides a single, multilingual and intuitive interface to connect Deloitte practitioners and member firms to their colleagues and knowledge assets. • Includes key information such as business line, resume, skills matrix, professional interests, qualifications, knowledge assets, Yammer activity, and more. • Integrates with various business applications including staffing and HR systems.
  25. 25. Deloitte’s New World of Work
  26. 26. Gateway’s revolutionary technology is an enabler to achieve our vision Vision 2020 - “Embed Social Business in our DNA” Technology 2020 - “If you can dream it, you can do it” © 2013 Deloitte Belgium
  27. 27. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte has in the region of 200,000 professionals, all committed to becoming the standard of excellence. Deloitte in Belgium A leading audit and consulting practice in Belgium, Deloitte offers value added services in audit, accounting, tax, consulting and financial advisory services. In Belgium, Deloitte has more than 2,600 employees in 11 locations across the country, serving national and international companies, from small and middle-sized enterprises, to public sector and non-profit organisations. The turnover reached 334 million euros in the financial year 2012. The Belgian firm is a member of the international group Deloitte Touche Tohmatsu Limited, an organisation of independent member firms devoted to excellence in providing professional services and advice. This document is confidential and prepared solely for your information. Therefore you should not, without our prior written consent, refer to or use our name or this document for any other purpose, disclose them or refer to them in any prospectus or other document, or make them available or communicate them to any other party. No other party is entitled to rely on our document for any purpose whatsoever and thus we accept no liability to any other party who is shown or gains access to this document. © 2013 Deloitte Belgium

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