Social business Watch out - change now

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Dette notat samler op på en række analyser og anbefalinger omkring begrebet Social Business. Formålet er at give et hurtigt overblik over, hvordan anerkendte konsulenthuse m.fl. ser på betydning og brug af Social
Business.
Notatet er primært en sammenstykning af diverse uddrag og figurer uden en egentlig sammenbindende tekst.

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Social business Watch out - change now

  1. 1. 1 Dette notat samler op på en række analyser og anbefalinger omkring begrebet Social Business. Formålet er at give et hurtigt overblik over, hvordan anerkendte konsulenthuse m.fl. ser på betydning og brug af Social Business og på det grundlag at give eksempler på potentiel anvendelse i Landbrug & Fødevarer. Notatet er primært en sammenstykning af diverse uddrag og figurer uden en egentlig sammenbindende tekst. Jens Peter Hansen, Videncentret for landbrug, jph@vfl.dk Social business – setting the scene any companies find themselves at a crossroads: if they want to capture a new wave of benefits, they’ll need to change the ways they manage and organize themselves (McKinsey & Company, 2013a). “Social is not an app nor a layer”, says J.P. Rangaswami, chief scientist at Salesforce.com. “Social is a philosophy and way of life that empowers customers and users.” (Kiron et al., 2013). hen leaders shy away from social media, they inhibit collaboration, knowledge sharing, and the tapping of employee capabilities that collectively can create a competitive advantage ( McKinsey & Company, 2013b). e define social technologies as products and services that enable social interactions in the digital realm and provide distributed rights to communicate and add, modify, or consume content. They include social media, Web 2.0, and enterprise collaboration technologies (McKinsey Global Institute, 2012). Social Business uses collaborative tools, social media platforms and supporting practices to engage employees, customers, business partners and other stakeholders in an ongoing dialogue. This enables organizations to more effectively share resources, skills and insights within and across work processes and organizational boundaries (Blichert-Toft, 2012). oy's Law gælder stadig: "No matter who you are, most of the smartest people work for someone else”. M W W A J
  2. 2. 2 he digital revolution is also undermining the barriers to entry that previously protected large companies from competition. Consider the range of digital tools available to even the smallest firms: Communication tools, search tools, social networks, online markets (eBay, Amazon), labor markets (LinkedIn, Mechanical Turk), capital markets (Kickstarter, AngelList), payment systems, web analytics, web design, cloud services, to name just a few (Hagel & Seely Brown, 2013). new breed of competitors has arrived: digital disruptors. These companies and individuals embrace digital tools and platforms to get closer to customers and engage them more deeply. These competitors can come from anywhere and, unopposed, they will steal your customers and disrupt your business. Digital disruption is a mindset that ultimately leads to a way of behaving; a mindset that bypasses traditional analog barriers, eliminating the gaps and boundaries that prevent people and companies from giving customers what they want in the moment that they want it. Once digital disruptors adopt this mindset and begin to act accordingly, they just get better - better at seeing ways around, under, over, and through structural and market problems. And they get so jazzed about what they see that, using better and cheaper tools, they get faster, making digital disruption as much about speed as about technology (McQuivey, 2012). T A
  3. 3. 3 entral to the value of a social network is its ability to establish and nourish a community. The primary purpose of a traditional intranet is to access content and other applications. They tend to have restrictive approaches to content authoring and content management. By contrast, social networks not only encourage distributed content creation, they stimulate multiple forms of collaboration by generating a greater sense of involvement and community. Workers in a thriving social network will interact more with a wider circle of collaborators, participate in more activities with more enthusiasm, share more knowledge and stay more current, (Lundy, 2012). C
  4. 4. 4 Brug af sociale medier i forretningsmæssige sammenhænge Anbefalinger hrough 2015, 80% of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology. Tackle the tough organizational change work head on and early on. Successful social business initiatives require leadership and behavioral changes. Just sponsoring a social project is not enough — managers need to demonstrate their commitment to a more open, transparent work style by their actions (Gartner, 2012). t the personal level, leaders must be able to produce compelling, authentic content; master the new distribution dynamics; and navigate information overload. At the organizational level, leaders should encourage usage through thoughtful orchestration and role modeling, become architects of a social-media- friendly infrastructure, and stay ahead of rapid technology shifts (McKinsey & Company, 2013b). ottom-up use of technologies is essential, but our research also has shown that role modeling and vocal support by leaders can be decisive. In addition, technologies should be baked into employees’ day-to-day work flows, or usage will probably decline after an initial burst of interest ( McKinsey Global Institute, 2012). n many companies, employees guard their knowledge like gold dust, the reason being that they think their position in the company and their strengths rest on it. This no longer works with competitive, agile companies, because they create knowledge networks precisely by using social collaboration tools. To achieve this, a corporate culture has to be constructed that rewards collaboration and knowledge sharing. Only then will social business develop its full strength (Chui, 2013). T A B I
  5. 5. 5 inally, our study shows that managers planning to apply social media in internal communication should be aware that optimal profit from the investment will very much depend on( Krejbich et al., 2011): • Whether the organization is structured in a non-hierarchical manner and signified by having an open-minded culture and a positive communication climate. • Whether the organization can provide a structure with accessible information to all employees and ensure an open dialogue. • And whether management is prepared to share power and create a mutually trusting relationship with its employees. ociale medier handler langt mere om kultur end om teknologi, og derfor er det noget nær umuligt at arbejde med strategier for sociale medier, hvis man ikke også arbejder med strategi for kulturforandring I virksomheden (Svarre, 2011). ata scientists and graphic designers will be in high demand. The shift toward context is driven by data - big data. But the true value of data is in the insights it can deliver. To get these insights, companies will look to hire data professionals and team them up with visual designers. The combination of skills will help companies deliver easy-to-understand customer insights internally and compelling interfaces to their customers (Forrester Research, 2013). ithin customer service, there is a crucial 1:2 ratio. As a rule of thumb, it is said that two call centre staff can be replaced by one employee providing customer service via social media (Maersk Line, 2013). ocial media, or so-called social selling… is not about bombarding the masses with generic marketing messages and thereby generating thousands of new leads. Instead, the idea is to select and train a number of sales people in how to use social media in their work, which, among other things, includes them being able to position themselves as experts in their field. They are not going to start selling via the social media. Their role will be more of an educational one. They are going to be standard-bearers within their field and in that way influence customers early in the purchasing process, even before the customers are aware of their need to buy (Maersk Line, 2013). inkedIn: Når medarbejderne optræder i grupperne, øger de også synligheden for den virksomhed, de har skrevet ind som arbejdsgiver på deres personlige profiler. Såfremt virksomheden har en side, vil beskrivelsen nemlig linke til den. Det samme er tilfældet, hvis medarbejderen har skrevet eventuelle projekter ind, som nævner andre virksomheder. Derudover kan de private medarbejderprofiler indirekte markedsføre virksomheden gennem f.eks. deres egne statusopdateringer. Medarbejderne fungerer så at sige som ambassadører for virksomheden – ligesom de gør i den fysiske verden. Når man netværker mere, så møder man flere spændende mennesker – også på nettet (Seismonaut, 2013). F S D W S L
  6. 6. 6
  7. 7. 7 Sikkerhedsmæssige aspekter Analyser og undersøgelser inety percent of executives whose companies use social technologies report measurable benefits from these tools, and what’s more, a small yet growing number of companies—the most skilled and intensive technology users—are racking up outsize benefits, (McKinsey & Company, 2013a). N
  8. 8. 8 eventy percent of respondents to the 2012 global executive social business survey conducted by MIT Sloan Management Review and Deloitte believe social business is an opportunity to fundamentally change the way their organization works, (Kiron et al, 2013). he importance of social business is mounting. In our 2011 survey, 18% of respondents said it was “important today.” In 2012, the number jumped to 36%. The time horizon is also getting shorter. In 2011, 40% of respondents said that social “will be important one year from now.” In 2012 that number leaped to 54% (Kiron et al, 2013). S T
  9. 9. 9 wo-thirds of the value creation opportunity afforded by social technologies lies in improving communications and collaboration within and across enterprises. By adopting these organizational technologies, we estimate that companies could raise the productivity of knowledge workers by 20 to 25 percent (McKinsey Global Institute, 2012). T
  10. 10. 10 e were able to determine that the Return of Interest (ROI) from our Facebook page is approximately 1500%. And the results are even better on Twitter, where we have barely used any resources but have a base of followers which has a 15x greater pull (Maersk Line, 2013). any realize that their companies need to be where their customers are, and they are using social business to tackle everything from sudden market shifts to the war for talent. McKinsey estimates that the global dollar worth of social business activity will be measured in the trillions. We found that executives see that value and immediacy (Kiron et al, 2013). he emergence of socially connected enterprises isn’t fast. When asked to rank their company’s social business maturity on a scale of 1 to 10, more than half of respondents gave their company a score of 3 or below. Only 31% gave a rating of 4 to 6. Just 17% ranked their company at 7 or above (Kiron et al., 2013). • Enterprise social networks will become the primary communication channels for noticing, deciding or acting on information relevant to carrying out work. • Most clients Gartner speaks with are captivated by social technologies and underestimate the organizational change required to be successful. • Over the next five years, three key feature sets (social, mobile and gamification) will fuse into one large, predominant superset. • End users seldom need or come into contact with the advanced functionality of enterprise content management (ECM) systems, and will gladly trade those features for simple tools that fit their direct needs and are dramatically easier to use (Gartner, 2012). W M T
  11. 11. 11 ompanies have begun using the big data that social technologies generate to capture value from interactions with different stakeholders. About one-third of executives say their companies use data from social-technology interactions to respond immediately to either consumer or employee concerns, and roughly one-fourth say the same about interactions with business partners (McKinsey & Company, 2013a). C
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  13. 13. 13 Eksempler på social business Maersk Line: We have over 790,000 fans on Facebook, on which our engagement rate consistently falls between 5-10%. In other words, we are 3-5 times better at engaging our Facebook fans than celebrated social media brands such as Red Bull, Coca-Cola and Converse. We have 38,000 followers on Twitter that we interact with consistently, almost 24 hours a day. We share news, we answer questions, and we communicate everything that is relevant to our target groups. We also have a panel of employees, including directors and captains, who tweet. We have 30,000 followers on LinkedIn, with whom we share hard-core business news. We also facilitate a number of forums, i.e. LinkedIn groups, in which relevant, business-critical issues are discussed. This is where we engage with serious users, including our customers. In addition to all of this, we have 22,000 followers on Instagram. We have spent less than USD 100.000 on external resources over the past 18 months. LEGO Cuusoo is an example of crowdsourcing. LEGO and it’s Japanese partner CUUSOO started working together in 2008 and in 2011 the LEGO Cuusoo page was launched worldwide. Lego Cuusoo invites you to submit your ideas to be considered as future LEGO products, and let you vote on and discuss ideas to help the LEGO Group decide what to release next. When a posted idea reaches 10,000 supporters, it is reviewed by LEGOs Cuusoo team who then decide on whether to produce it. So far four Lego sets has been developed/accepted based on users ideas, and more are under review. The users of Cuusoo are very engaged people, and the concept has a transparent and a clear strategy for dealing with ideas. There is a strict set of guidelines for the ideas posted in order not to violate existing copyrights etc. (Melby Jespersen et al., 2013). General Electrics: GE Colab combines the capabilities of Facebook, Twitter, and other social applications, allowing easy networking, information sharing, instant communication, advanced search, blogging, videoblogs, and more. Launched in 2012, the platform has already attracted more than 115,000 users (McKinsey & Company, 2013b). Grundfos: The business pitch is quite straight forward: We want to improve our internal productivity and increase serendipity! (Hansen, 2013).
  14. 14. 14 WikiSpeed: In 2008, an unknown automotive startup called Team Wikispeed entered the Progressive Insurance Automotive X Prize, an open competition for new 100-mpg road-legal cars. Wikispeed started as a one-man team, but as the founder blogged about his progress, he began attracting volunteers, and the team grew to 44 people in 10 countries. In three months, they produced their first functional prototype. It was awarded 10th place, outlasting hundreds of other competitors, many of whom had spent millions of dollars producing their prototypes. In contrast, Team Wikispeed spent less than $300,000. (Hagel & Seely Brown, 2013). KRAFT Food. When Kraft Food created the South Beach line of diet foods, based on a best-selling book by cardiologist Arthur Agatston, it invited 150 opinion leaders in health and nutrition, as well as 150 consumers who had struggled with weight loss, to form an online community. They talked and shared their experiences in the community and allowed people to build on each other’s ideas. While listening tin in
  15. 15. 15 these conversations, Kraft discovered that women had trouble maintaining their diets throughout the day and wanted packaged food that conformed to the diet’s requirements for meals and snacks around the clock. As a result, the South Beach line (48 products in all) was developed in 16 months, a significantly shorter time than for traditional development (McKinsey Global Institute, 2012). Landbrug & Fødevares position Aktuel tilstedeværelse Martin Merrild, fmd. for Landbrug & Fødevarer, er aktiv på Facebook og har pt. 2.974 Synes godt om tilkendegivelser – se https://www.facebook.com/MerrildFormand. På LinkedIn har virksomhedsprofilen Danish Agriculture and Food Council 1.646 følgere. Profilen har intet reelt indhold og er sandsynligvis autooprettet af LinkedIn systemet. Billedet er det samme for virksomhedsprofilen Landbrug og Fødevarer, Dansk Svineproduktion. På YouTube indeholder Kanal tilhørende landbrugfoedevarer en blanding af videoer om Madskolerne, opskrifter, TV reklamer og optagelser fra diverse arrangementer mm http://www.youtube.com/user/landbrugfoedevarer). Der synes ikke at være nogen former for brug af Twitter, Pinterest, Instagram eller andre platforme. Videncentret er som virksomhed reelt ikke til stede på de sociale medier. Der er af IT afdelingen oprettet en LinkedIn profil, som dog ikke bruges, til trods for at den har 585 følgere. Der er en fælles YouTube video kanal anvendt til faglig formidling (http://www.youtube.com/user/Landscentret) og en række projekter – f.eks. Videnformidling og dialog via nye kanaler (Vi&Di) – er til stede på især Facebook og i mindre omfang på blogs, LinkedIn og Twitter. Internt har Videncentret netop lanceret et nyt intranet, der tilbyder en række sociale funktioner, og et selvvoksende Yammer netværk har 230 profiler samt 8 grupper med eksterne deltagere. Kultur Værdien af at indføre brug af sociale medier I virksomheder er afhængig af virksomhedens organisering og kultur jf. citater vist i afsnittet Anbefalinger. Dansk landbrug har en lang tradition for at mødes og snakke, men er også kendt for komplekse organisationsforhold, der har haft en afsmittende virkning i form af hierarkiske ledelsesstrukturer i landbrugets virksomheder. Kunder og samarbejdspartnere Generelt gælder, at virksomheder i partnerskabet DLBR kun i begrænset omfang er til stede på de sociale medier jf. tabel 1. Selve partnerskabet DLBR har virksomhedsprofil på LinkedIn, hvor profilen har fem administratorer og der en smule aktivitet.
  16. 16. 16 Tabel 1 Brug af sociale medier i virksomheder tilknyttet DLBR. Tabellen medtager kun virksomheder, der har en form for aktivitet. Facebook LinkedIn Twitter YouTube Synes om Opslag august Medarb. profiler Følgere Tweets Følgere Videoer Følgere Viking Danmark 1995 11 75 84 LandboSyd 611 7 LandboNord 286 0 7 1 Agri Nord 273 4 6 1 Sønderjysk Landboforening 176 20 36 19 Centrovice 57 57 124 7 1 Djursland Landboforening 57 3 1 0 Videncentret for Landbrug 32 281 586 186 46 Landbrug og Fødevarer 58 242 83 31 Jysk Landbrugsrådgivning 2 0 Vestjysk Landboforening 71 44 LMO 89 151 Østdansk Landbrugsrådgivning 15 25 Hvad angår landmænd/landbrugsvirksomheder er de så småt ved at komme på Facebook. Ifølge LandbrugsAvisen (2013) er 28 procent af danske landmænd ofte eller regelmæssigt på Facebook. Twitter bruges stort set ikke – en undersøgelse gennemført af Videncentret marts 2013 viste, at blot 50 ud af ca. 4000 respondenter angav, at de benyttede Twitter. Kompetencer Medarbejdere i L&F er generelt veluddannede og anvender IT redskaber i deres daglige arbejder. Der er god grund til at antage, at de i privatsfæren mindst benytter sociale medier i samme omfang som den gennemsnitlige dansker, hvis kendskab og forbrug er vist i tabel 2. Tabel 2 Danskernes kendskab til og brug af sociale medier. Udpluk af resultater fra undersøgelse i april 2013 (YouGov, 2013)
  17. 17. 17 Potentiale Landbrug & Fødevarer og for den sags skyld flertallet af DLBR virksomheder vil med Social Business tænkning kunne effektivisere forretningen i form af • højere effektivitet og kvalitet ved en bedre udnyttelse af organisationens samlede viden, • samarbejde om det rigtige og med de rigtige, • identifikation af ekspertiser på tværs af organisationen, • øget salg via en bedre forståelse for kunder og deres behov, • stimulering af innovation ved at ideer og behov deles mellem medarbejdere, kunder og samarbejdspartnere (crowdsourcing), • styrkelse af relationer med kunder og samarbejdspartnere, • nærhed til kunderne og deres virkelighed, • reputation management, • rekruttering af de rigtige medarbejdere og efterfølgende intro af disse, • virtuel understøttelse af events At indfri potentialet kræver, at der arbejdes bevidst og under hensyntagen til de i dette notat nævnte anbefalinger – husk Gartner’s (2012) advarsel om at Through 2015, 80% of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology. Referencer Blichert-Toft, L., 2012. The Business of Social Business: What works and how it’s done. Præsentation, Service Innovation 2013 – Nye forretningsmodeller, 9. April 2013. Chui, M, 2013. Social business: Faster and more competitive. Series: Zero Distance July 16, 2013. http://www.t-systems.com/news-media/mckinsey-expert-michael-chui-why-social-business-makes- companies-faster-and-increases-their-productivity-zero-distance-t-systems-/1134224 Forrester Research, 2013. Digital Customer Experience Trends To Watch, 2013. http://www2.simplermedia.com/rs/simplermediagroup/images/Bridgeline-Forrester-Digital-Customer- Experience-Trends-to-Watch-2013.pdf Gartner, 2012. Predicts 2013: Social and Collaboration Go Deeper and Wider. Gartner, ID:G00246055. 7 pp. Hagel III, J., Seely Brown, J., 2013. Institutional innovation: Creating smarter organizations to scale learning. Deloitte University Press, 24 pp. http://cdn.dupress.com/wp- content/uploads/2013/03/DUP293_institutional_innovation2.pdf Hansen, T.A., 2013. I have a global community dream. Social Business Journey - From behind the scenes at Grundfos. http://socialbusinessjourney.com/2013/06/26/i-have-a-global-community-dream/ Kiron,D., Palmer, D., Phillips, A.N., Berkman, R., 2013.Social Business: Shifting Out of First Gear. MIT Sloan Review, Research Report 2013. 32 pp. http://cdn.dupress.com/wp- content/uploads/2013/07/DUP446_SB_Report_Final.pdf Krejbich, G., Abildtrup, V., Madsen, B., Ley, P., 2011. Sociale medier i intern kommunikation. Master i Professionel Kommunikation, Modul 2, Maj 2011, Roskilde Universitet. 100 pp. http://www.kommunikationsforum.dk/log/multimedia/PDF%20og%20andre%20dokumenter/Specialer/Go verningEnterprise2.0.pdf
  18. 18. 18 LandbrugsAvisen, 2013. Kun hver fjerde på Facebook. Nr. 18, p. 7. Lundy, J., 2012. Why social networks are replacing intranets. Research note 2012-6, Aragon Research. 5 pp. Maersk Line, 2013. The next step: How to unlock the full potential of social media. http://img.borsen.dk/img/cms/tuksi4/uploads/img_server_adm.files/1366_filename_7992.pdf Mandagmorgen, 2013. Sociale medier booster produktiviteten. Navigation 11, pp. 88-89. McKinsey Global Institute, 2012.The social economy: Unlocking value and productivity through social technologies. 184 pp. http://www.mckinsey.com/~/media/McKinsey/dotcom/Insights%20and%20pubs/MGI/Research/Technolo gy%20and%20Innovation/The%20social%20economy/MGI_The_social_economy_Full_report.ashx McKinsey & Company, 2013a. Evolution of the networked enterprise. http://www.mckinsey.com/insights/business_technology/evolution_of_the_networked_enterprise_mckins ey_global_survey_results McKinsey & Company, 2013b. Six social-media skills every leader needs. McKinsey Quarterly, February 2013. http://www.mckinsey.com/insights/high_tech_telecoms_internet/six_social- media_skills_every_leader_needs McKinsey & Company, 2012. Capturing business value with social technologies. McKinsey Quarterly, November 2012. http://www.mckinsey.com/insights/high_tech_telecoms_internet/capturing_business_value_with_social_t echnologies McQuivey, J., 2012. Digital Disruption: Unleashing the Next Wave of Innovation. Forrester Research, Amazon Publishing, 171 pp. Melby Jespersen, L., Hansen, J.P., Brunori, G., Holst, K., Mathiesen, C., Halberg, N., Ankjær Rasmussen,I., 2013. ICT and social media as drivers of multi-actor innovation in agriculture – barriers, recommendations and potentials. SCAR Report. Seismonaut, 2013. Effektmåling på sociale medier – en praktisk guide til turistbranchen. Midtjysk Turisme. 140 pp. https://www.dropbox.com/s/zrcfsintdddtm6l/Effektm%C3%A5lingsh%C3%A5ndbogen.pdf Social Business Learning, 2012. Årlig rapport om udbredelsen af sociale medier med fokus på læring, HR og vidensdeling. Resultat af landsdækkende undersøgelse udført i marts 2012. 17 pp. http://www.strandgaardco.dk/wp-content/uploads/2012/06/Social-Business-Learning-Rapport-maj- 2012.pdf Svarre, P., 2011. Den perfekte storm. Læg kursen for virksomhedens strategi i de sociale medier. Gyldendal Business, 274 pp. YouGov, 2013. Sociale medier 2013. Danskernes holdning til og brug af sociale medier. http://www.infomedia.dk/media/77918/sociale-medier-2013-danskernes-holdning-til-og-brug-af-sociale- medier-yougov-smpdk-2013.pdf

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