2. Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model
® 2009 Dachis Group. Confidential and Proprietary 2
4. Defrag 2009 | November 12, 2009
Exciting times
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5. Defrag 2009 | November 12, 2009
Interesting times
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6. Defrag 2009 | November 12, 2009
We have all been there.
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7. Defrag 2009 | November 12, 2009
The industrial economy has evolved. We live in a
networked economy. We need a network centric
organizational model to realize its potential.
dachisgroup.com
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8. Defrag 2009 | November 12, 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
® 2009 Dachis Group. Confidential and Proprietary
9. Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model
® 2009 Dachis Group. Confidential and Proprietary 9
10. Defrag 2009 | November 12, 2009
The definition of Social Business Design
• Social Business Design is the
intentional creation of socially
calibrated and dynamic business
systems, process and culture.
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11. Defrag 2009 | November 12, 2009
The definition of Social Business Design
• The Goal: Enhanced value
exchange among constituents
delivering improved and
emergent business outcomes
® 2009 Dachis Group. Confidential and Proprietary 11
12. Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model
® 2009 Dachis Group. Confidential and Proprietary 12
13. Conceptual Framework and Set of Lenses
Businesses are made up of
Technology, People and Process
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14. Defrag 2009 | November 12, 2009
Business is made of Technology, People, and Process
support
content ecosystem
services
commerce ecosystem
developer application
ecosystem ecosystem
cloud services
products
supply chain ecosystem
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15. Conceptual Framework and Set of Lenses
Businesses Represent All Constituents
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16. Defrag 2009 | November 12, 2009
The shape of the business has fundamentally changed.
Businesses need to address value exchange with all
constituents wherever they are.
® 2009 Dachis Group. Confidential and Proprietary
16
17. Conceptual Framework and Set of Lenses
The Archetypes of Social Business Design
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18. Defrag 2009 | November 12, 2009
Four Archetypes for Social Business Design.
Building blocks and vocabulary.
® 2009 Dachis Group. Confidential and Proprietary
19. Social Business Design | November 4, 2009
Ecosystem
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From Disparate Silos To Connected Nodes
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20. 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 holistic technology
architecture dachisgroup.com
- Strong and weak ties
- Active and ambient
awareness
From Disparate Silos To Connected Nodes
® 2009 Dachis Group. Confidential and Proprietary
21. Defrag 2009 | November 12, 2009
Ecosystem
Extended
Core
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22. Defrag 2009 | November 12, 2009
Hivemind
dachisgroup.com
From Hoarding To Collaborating
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23. Defrag 2009 | November 12, 2009
Hivemind (culture)
- A primary social calibration
- Active Participation
- Active Engagment
- Active Involvement
dachisgroup.com
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24. Defrag 2009 | November 12, 2009
Dynamic Signal
dachisgroup.com
From Static To Dynamic -
“Communication as work, not for work”
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25. Defrag 2009 | November 12, 2009
Dynamic signal (communication process)
- Dynamic real time signals
of all nodes in the dachisgroup.com
ecosystem
- A change in the mode of
authorship
- Updates on location
- Creates efficiencies
® 2009 Dachis Group. Confidential and Proprietary
26. Defrag 2009 | November 12, 2009
Metafilter
dachisgroup.com
From Filter Failure To Clear Signals
“Finding meaning in all the noise”
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27. Defrag 2009 | November 12, 2009
Metafilter (filter, measure)
- Filter, tag sort dachisgroup.com
- Define constructs for
measurement
- Measure patterns not
counts
- Depth over surface
- Trends versus snapshots
- Analyzing for meaning
From Filter Failure To Clear Signals
“Finding meaning in all the noise”
® 2009 Dachis Group. Confidential and Proprietary
28. Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model
® 2009 Dachis Group. Confidential and Proprietary 28
29. Defrag 2009 | November 12, 2009
Social business design applied
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30. Defrag 2009 | November 12, 2009
Why Social Business Design?
Improved
= &
+ 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
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31. Defrag 2009 | November 12, 2009
A hiveminded, dynamically signaling,
metafiltered ecosystem will perform
exponentially better.
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32. How Ready for Social Business are you?
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The social business ecosystem consists of nodes both animate and inanimate and the strength of their interconnections. At a micro-level, departments, customer segments, and local area networks remain. At a macro-level, the network can be mapped to illustrate how the business functions as part of a system comprised of dozens, hundreds, or even thousands of smaller ecosystems.
Hivemindedness can be measured by assessing levels of collective awareness,engagement, and participation. A social inclination resides within a company’s culture and tempers planning, decision-making, and work output. Employees approach work with a social mindset; customers expect dialogue and engagement; suppliers anticipate collaboration towards common goals. The hivemind makes decisions and receives continuous reinforcement through business interactions.
Dynamic Signal Signals produced from all points are considered potentially relevant - authority is not dependent on hierarchical status, but on goal relevance. Technology gives consumers the ability to author, own, and transmit signals, validated by search engines for relevance. In response, businesses respond to the dynamic information flow produced by constituents. The strength of a dynamic signal can be measured at transmission points and subsequently analyzed to drive business activity in response.
Metafilter Information needs to be segmented into meaningful and manageable sets. What’s important to one person may be meaningless to another, but they must be able to work with a parts smaller than the whole. This approach allows for parallel processing of information so insight can be made actionable, faster. Filtering, tagging, and sorting data and measuring its impact produce opportunities for value capture buried deep in data sets.