The document discusses the future of social collaboration in organizations, emphasizing the need for cultural change and leadership to effectively implement collaborative tools in the digital workplace. Key actions recommended include establishing urgency around the importance of social collaboration, empowering employees to act on a vision, and creating practical use cases that illustrate its benefits. The document highlights the challenges organizations face, such as lagging adoption and the need for operational reality in collaborative efforts.

1. Social collaboration
- Future
- Challenges
- Actions
Jane McConnell
October 2013
Enterprise 2.0 Meet-up, Paris

2. Questions identified by the group for discussion during the meet-up:
What is the future of the social collaboration evolution?
What are the challenges of the approach in supporting the
cultural change?
What are the steps to advance the approach towards an
enterprise-wide and supporting tool for collaboration and
process enhancement (aka the implementation of the digital
workplace)?

3. The future?
•
•
•
Will no longer be called « social collaboration »
Will be the natural way of working for many things
For example…
•
•
•
Community management will be part of « normal
management »
« Management » in the traditional sense will be « leadership »
Etc.

4. Today we have a
combination of
different
“dimensions”.
They are often in
competition.
They are rarely
well coordinated.
People are
confused....
And management
is nervous!
Today

5. Still a long way to go! Adoption lags deployment, especially for the
more disruptive capabilities.
Data from Q4 2012, 362 organizations, “Digital Workplace Trends 2013”.

6. Read full blog post on netjmc.com/blog ………. http://www.netjmc.com/organizational-change/manifesto-for-self-expression-inside-organizations/
and on Change Agents Worldwide ……………...http://blog.changeagentsworldwide.com/manifesto-for-self-expression-inside-organizations/

7. These numbers are survey averages for each year, with no distinction between early adopters and the majority.
Read full blog post on netjmc.com/blog ………. http://www.netjmc.com/organizational-change/manifesto-for-self-expression-inside-organizations/
and on Change Agents Worldwide ……………...http://blog.changeagentsworldwide.com/manifesto-for-self-expression-inside-organizations/

8. These numbers are survey averages for each year, with no distinction between early adopters and the majority.
Read full blog post on netjmc.com/blog ………. http://www.netjmc.com/organizational-change/manifesto-for-self-expression-inside-organizations/
and on Change Agents Worldwide ……………...http://blog.changeagentsworldwide.com/manifesto-for-self-expression-inside-organizations/

9. What can we do?
Establish a sense of urgency
Empower people, really!
Make « social collaboration » real

10. 1. Formulate the “why”
We have no sense of urgency. No why .
➡ Identify and communicate the compelling reason
why social collaboration is critical for your
organization or for a specific operational initiative.
Check out
John Paul Kotter: Leading change:
http://www.kotterinternational.com/our-principles/changesteps
Simon Sinek: How leaders inspire action. Start with Why: http://www.ted.com/speakers/
simon_sinek.html
NY Times, alex Williams: Elevator Pitch for Enterprise 2.0: http://www.nytimes.com/external/
readwriteweb/2010/01/25/25readwriteweb-the-elevator-pitch-for-enterprise-20-24340.html

11. 2. Empower people
We have a vision, we communicate it, but we don t
empower others to act on the vision.
➡ My motto: Freedom within a framework .
•
•
Provide capabilities.
Let people explore and experiment within the framework.

12. Enable basic human rights in an organization
« I should be able to…
- Describe myself, share information about myself with others in the
organization,
- Share my information and my ideas openly,
- React to ideas of other people openly,
- Participate openly in developing new ideas and innovations.

13. 3. Give flesh and bones to social collaboration
Give it operational reality.
➡ Start with operational groups, not organizational
groups. Solve pain points that exist.
➡ Build use cases based on real personas. Illustrate
how social collaboration can make work more
efficient, effective and satisfying.
The factor that has the greatest influence in collaborative ways
of working is “behavior of peers and colleagues”.

14. Digital Workplace model, originally defined in 2012 with the Advisory Board for DW Trends 2013.
It has since been refined through workshops with practitioners and exists in a more detailed format as well.
Organizational
benefits
People
capabilities
Inform, be informed
Interact, feedback
Search, find
Do tasks
Contribute ideas
Connect, collaborate
Change and
adoption
WHY
Organizational intelligence
Efficiency, cost savings
Employee engagement
Customer value
Operational excellence
Leadership
Influencers
Customer-related processes
Employee support processes
Policies
Social collaboration
Inclusiveness
Platform experience
Integration
Customization
Real time
Mobile
Analysis
Security and access
HOW
WHAT

15. Thank you.
jane@netjmc.com
twitter @netjmc
www.digital-workplace-trends.com.
References: Air Liquide, Paris - Amadeus, Madrid – ArcelorMittal, Luxembourg – Areva, Paris – Arup, UK – Alcatel-Lucent, Paris -
Alstom, Paris - AGF, Paris – Bayer, France – Boehringer Ingelheim, Germany – EDF, Paris – EDP, Lisbon - ERDF, Paris -
Ericsson, Stockholm - GDF Suez, Paris - Gemalto, France - GlaxoSmithKline, Belgium - IKEA, Sweden - Lagardère, Paris -
Nokia, Helsinki - Novartis, Switzerland - Océ, the Netherlands - OMV Petrom, Vienna - Pernod Ricard, Paris - PPR, Paris -
RATP, Paris - Groupe SEB, Lyon - SNCF, Paris - Suez Environnement, Paris - Telenor, Norway - Total, Paris - UPM, Helsinki