This document discusses how social media and mobility are changing the way people work. Some key points: - 66% of information workers already work remotely, with half being highly mobile - 49% of information workers have smartphones and 25% use them for work - 18% of organizations have implemented content/collaboration in the cloud - 53% consider increased collaboration technologies a high priority Mobile devices and social media are enabling people to work anytime, anywhere in richer and more interactive ways. This represents a major shift for how organizations need to approach work and technology.

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2. Social Changes Everything
Rob Koplowitz
Vice President, Principal Analyst
September 29, 2012
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2012
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3. We will evolve to working anytime, anywhere
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4. We are working more remotely
66% of information workers
in NA and EU already work
remotely, half of whom are
Hyper-Mobile
Source: Forrsights Workforce Employee Survey, Q1 2011
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5. We will carry incredible power and functionality
wherever we go
49% of information workers have
smartphones and 25% use them for
work*. 62% percent of organizations
plan to or have implemented
enterprise mobile applications†.
*Source: Forrsights Workforce Employee Survey, Q1 2011
†Source: Forrsighs Budgets And Priorities Tracker Survey, Q4 2010
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6. Interactions will get richer and more lifelike
18% of information workers use
desktop video conferencing for
work* while 55% percent of
organizations plan to or have
implemented these capabilities†.
*Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey
†Source: Forrsighs Budgets And Priorities Tracker Survey, Q4 2010
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7. We will access information in new ways
11% of US information
workers, 17% of Gen Y, and
28% of directors and
executives use tablets at least
once a day
Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey
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8. We will evolve to working anytime, anywhere
18% of organizations have
implement content or
collaboration in the cloud, 21%
more are planning to do so.
Source: May 3, 2011, “The SaaS Market Hits Mainstream: Adoption Highlights 2011” Forrester report
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9. We will become increasingly social
Of US information workers, 20%
use public social networks, 56%
are investing in enterprise
social solutions.
Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey
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10. And, it’s a priority for many
53% consider increased use and
deployment of collaboration
technologies a high or critical
software priority.
Source: Forrsights Software Survey, Q4 2010
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11. It starts with a vision
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12. Mobile is key, smart phones are everywhere
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13. And tablets are coming through every door
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14. Why mobile and social go together like peanut butter
and jelly
1. More and more employees go mobile to get work
done: at work, at home, and on the go
– 41% of the information workforce is highly mobile
2. Employees bring personal devices to work and expect
to be able to use them
– Half the smartphones and 70% of the iPads used for
work are purchased by employees
3. The entire industry is shifting to create new solutions
and new value through mobility
14 © 2012 Forrester Research, Inc. Source: http://www.sogoodblog.com/2009/04/02/national-peanut-butter-jelly-day/
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15. Use The POST Method To Plan For Success
• Target audience
People • Social profile
• Business outcome
Objectives • How success will be measured
• How to achieve the objectives
Strategy • Policy, people & processes
• Social technologies
Technology • Information & integration
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16. Demand for social comes from…
1% 38% 35% 26%
Seniors Baby Boomers Gen Xers Gen Yers
b. 1920-1945 b. 1946-1965 b. 1966-1979 b. 1980-2000
Base: 1,382 US information workers who use social software at least monthly
Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey
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17. It’s a business issue
Social software users are:
Managers, directors, or executives (49%)
Well compensated (52% make more than $60K a year)
Late workers (Average 43.53 hrs/week & average 6.91 hrs
working outside the office)
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18. Use The POST Method To Plan Implementation
• Target audience
People • Social profile
• Business outcome
Objectives • How success will be measured
• How to achieve the objectives
Strategy • Policy, people & processes
• Social technologies
Technology • Information & integration
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19. Understand your business objectives
 Business outcomes
 What will change?
 How will you measure
success?
 Tie to business goals
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20. Use The POST Method To Plan Implementation
• Target audience
People • Social profile
• Business outcome
Objectives • How success will be measured
• How to achieve the objectives
Strategy • Policy, people & processes
• Social technologies
Technology • Information & integration
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21. Business value factors Scoring Score
What percent improvement do we expect in the 1=1%
process? 5=5%
Does the process directly increase revenue, reduce 1=No
expense, or improve customer experience? 5=Yes
Are key participants highly compensated? 1=No
5=Yes
What is the level of risk that this won't work? 1=High risk
5=Low risk
Business value score
Viability factors
How difficult will it be to get people to work 1=Very hard
differently? 5=Very easy
Are worker goals and objectives aligned with 1= no
success of the initiative? 5= yes
Are the business process owners on board and 1= no
ready to address potential change? 5= yes
Will existing processes or systems need to be re- 1=yes
architected? 5=no
21
Viability scoreForrester Research, Inc.
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22. Highest
likelihood of
Ease of driving rapid business
change value
Sales
Strategic alignment
Marketing
Training
HR New product
development
Operations
Manufacturing Customer
Service
Business value
Business value
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23. IT needs to be
structured for social
strategy enablement.
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24. Use The POST Method To Plan Implementation
• Target audience
People • Social profile
• Business outcome
Objectives • How success will be measured
• How to achieve the objectives
Strategy • Policy, people & processes
• Social technologies
Technology • Information & integration
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25. Back to our vision…
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26. It starts with fundamental decisions
Progress on the current ...or take a radical new
path of manned flight approach
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27. You have fundamental decisions to make
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Partners
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28. tibbr looks to bridge line of business and the
knowledge worker
System-generated notification User-generated response
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29. May 2012 “The Forrester Wave™: Activities Streams, Q2 2012”
Forrester Wave™: Activities Streams, Q2 ’12
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30. Ten Steps To Develop A Social Business Strategy
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31. 1. Design a social ecosystem
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32. 2. Gain
executive
support
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33. 3. Develop your social capability map
Sample capability map
Maintain
Provide parts & Deliver
Direct to consumer competitive
service customer outstanding Customer facing capabilities
online sales distribution
support customer service
channel
Optimize
World-class Manage Forecast Supply chain capabilities
High quality inventory to
logistics vendors future market
production future
handling strategically demand
demand
Influence Use Corporate capabilities
Research and Attract and
brand image Manage technology to
innovate new retain top
through finances enable
products talent
marketing capabilities
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34. 4. Establish a social business council
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35. 5. Select from competing social strategies to
invest, pilot and support
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36. 36 © 2012 Forrester Research, Inc.
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37. 7. Empower employees to solve
customer & business challenges
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38. 8. Plan social public relations
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39. 9. Engage customers in conversations
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40. 10. Measure business impact always
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41. Thank you
Rob Koplowitz
1 650.581.3854
rkoplowitz@forrester.com
Twitter: @rkoplowitz
blogs.forrester.com/rob_koplowitz
www.forrester.com
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