1. PREPARING YOUR BUSINESS
FOR CHANGE
Latest Developments in Enterprise Social Networking - Volume 8
June 2016
@MichelEzran
@LeckoEN
#EntDigi

2. What’s up in 2015 / 2016 ?
 In depth survey
 European flavour
 Lecko repository update
Research Institute
850 managers of org > 5000 emp
30 solutions benchmarked
against 550 criteria
Analytics from 25 large companies
150k active users monitored

3. KEY FINDINGS
1. Collaboration & social usages are increasing : + 15 % in 2015
2. Managers have a significant level of awareness of digital
transformation stakes but still lack of practice
3. Digital Leaders are engaged in a sustainable way: they represent
a new asset for companies
4. Social Usages are developing at the heart of the value chain

4. COLLABORATION & SOCIAL USAGES KEEP ON PROGRESSING
OFCOMPANIES
HAVEANESN
(LECKO–OPINIONWAY)
58 %
+ 15 % /y
Engagement Level
# of engaged users
+ 2500
engaged/y

5. MANAGERS DIGITAL LEADERS
2 KEY ACTORS OF DIGITAL TRANSFORMATION
 Legitimate
 Formal
 Hierarchical
 Do
 Informal
 Network

6. What is the reality of digital transformation ?
How digital transformation is perceived ?
 850 managers surveyed in a representative panel of
companies larger than 5000 employees
Representative panel

7. of managers understand the contribution of ESN to
cope with challenges related to digital
transformation but find it difficult to question the
system in which they have grown up.
67%MANAGERS
source : Lecko-
OpinionWay

8. STAKESAWARENESS
BENEFITSUNDERSTANDING
PRACTICES
MANAGERS
?
source : Lecko-
OpinionWay

9. 25% of managers
use an ESN daily
88% understand
the digital strategy
of their company
85% of managers
understand the
challenge
Digital strategies relate to :
57% of employees and
69% of products and services
74% of managers
understand the benefit of
ESNs
STAKESAWARENESS BENEFITSUNDERSTANDING
PRACTICES source : Lecko-
OpinionWay

10. 74% of managers understand the benefit of ESN :
75% : Info Access
72% : Mutual support
72% : Ideation
62%: Team coordination
62%: Problem solving & Decision making
59% : Learning & Skills development
BENEFITSUNDERSTANDING
source : Lecko-
OpinionWay

11. 58% of Managers
coordinate their activities with
ESN / collab tools
75% of 18-29 year old
Managers do
76% of Managers
share information via
ESN / collab tools
PRACTICES
source : Lecko-
OpinionWay

12. HOWDOTHEYBEHAVE?
WHYARETHEYSO
IMPORTANT?
PRACTICES?DIGITAL LEADERS

13. LESSONS FROM LECKO ANALYTICS & ABACUS
Time
Engagement
• 25 organizations benchmarked
• Up to 6 years of history
• 19 792 communities
• 10 Millions activities
Air France, Air Liquide, Albea Group, Allianz, Bouygues
Immobilier, Crédit Agricole SA, ENRX, Engie, Givaudan,
Icade, JCDecaux, Lafarge, La Poste, L’Oréal, Louis
Vuitton, Maif, Michelin, ONF, RATP, Simply Market,
SNCF, Suez-Environnement, Sodexo and Solvay.…
DL

14. LESSONS FROM LECKO ANALYTICS & ABACUS
150k
ACTIVE USERS
130k
USERS > 1 YEAR
5860
LEADERS
DL

16. HOW TO DETECT LEADERS ?
How to detect Digital Leaders ?
 Engaged
 Intense participation
 Balanced activities
 Variety of communities & topics
 Talk & Build relationships
These players are the driving
forces of collaborative spaces,
they lead others.
DL

17. THEY RAPIDLY APPEAR AS LEADERS
(80% AFTER 3 MONTH)
LEADERS ARE LEADERS
(THEY DON’T BECOME LEADERS
WHY ARE LEADERS SO IMPORTANT ?
9/10
are engaged in a sustainable way :
LEADERS REMAIN
LEADERS !

18.  REVEAL & RECOGNIZE
No need for strong training

19. How do Lecko findings relate to
the rest of Europe ?

20. USE CASES ARE SIMILAR ON BOTH SIDES OF THE CHANNEL !
20
ON BOTH SIDES : Project Management, Best Practice Sharing, Market Intelligence,
Innovation, Mutual assistance
Business Processes socialization when mature
Corporate comm 2.0 seems more developed in the UK

21. USE CASES ARE DEVELOPING ACCROSS VALUE CHAIN
21Business Process Support Function Use Cases
Customer
Services
LogisticsOperations
R&D /
Product
Development
Sales &
Marketing
End to End
Business
Value Chain
Use cases
observed
Business
Support
Functions
Finance
HR
IT
Business Services
Overall - Linking People
• Project management/co-ordination
• Better/faster communication
Retail
Networks
Legend :
Innovation Engineering
Manufacturi
ng Practices
Distribution
Customer
Support
Reporting
Onboarding
Health &
Safety
Learning
IT Support
Communication Legal Knowledge
Management

22. SOCIAL USE CASES ARE
DEVELOPING AT THE HEART
OF THE VALUE CHAIN

23. STUDY
http://referentiel.lecko.
fr/publications/
http://referentiel.lecko.
fr/en/publications-2/
Que trouver dans l’étude ?
Lecko Matrix
SolutionsDatasheets

24. APPENDIX
MARKET ANALYSIS

25. 30 solutions étudiées
Test Rencontre Analyse

26. Qu’est ce que l’effectivité ?
Niveau d’usages effectif
Couverture d’usages
+
Couverture d’usages
Niveau d’usages effectif
Couverture d’usages
Niveau d’usages effectif

27. A
B
MATRICE DES
POTENTIELS
SOCIAUX

28. Segmentation du marché
Le POTENTIEL SOCIAL
au service des usages de :
Productivité
Diffusion et circulation
de l’information
Collaboration au
service deprocessus
Gestion des connaissances
Ouverture à l’externe

29. Niveau
d’usages effectifs
Couverture d’usages

30. L’indice du référentiel Lecko
2016

31. B
c
A
PRODUCTIVITÉ
DIFFUSION ET
CIRCULATION
DE L’INFORMATION
BORATION
U SERVICE
ROCESSUS
STION DES
AISSANCES
VERTURE À
L’EXTERNE

32. B
c
A
DIFFUSION ET
CIRCULATION
DE L’INFORMATION
DIFFUSION ET
CIRCULATION
DE L’INFORMATION
BORATION
U SERVICE
ROCESSUS
STION DES
AISSANCES
VERTURE À
L’EXTERNE
TIVITÉ

33. B
c
AFUSION ET
RCULATION
ORMATION
BORATION
AU SERVICE
PROCESSUS
OUVERTURE À
L’EXTERNE
TIVITÉ
GESTION DES
CONNAISSANCES

34. B
c
A
OUVERTURE À
L’EXTERNE
FUSION ET
CULATION
ORMATION
COLLABORATION
AU SERVICE
DEPROCESSUS
STION DES
AISSANCES
TIVITÉ

35. B
c
A
COLLABORATION
AU SERVICE
DEPROCESSUS
FUSION ET
CULATION
ORMATION
BORATION
U SERVICE
ROCESSUS
STION DES
AISSANCES
VERTURE À
L’EXTERNE
TIVITÉ