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The Collaborative Enterprise
The document discusses the transformation of traditional business models into collaborative enterprises driven by cloud, mobility, and big data. Key aspects include the importance of social business practices, employee empowerment, and customer engagement through ongoing interactions. It also highlights challenges in adopting social software and emphasizes the need for change management and cultural alignment for successful implementation.
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The Collaborative Enterprise
- 1. The Collaborative Enterprise MichaelFauscette, Group Vice President, Software Business Solutions © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 2. Four Economic Realities Changing Demographics Global Slow Changing Volatility Growth Expectations © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12 2
- 3. Connectivity changes everything Economically Socially Technically © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12 3
- 4. “Traditional” Business •Hierarchical Structure •Top Down Management •Knowledge is Power •Command and Control © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 5. Four Forces ofIndustry Transformation Cloud Mobility Big Data/ Social Analytics Business © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12 5
- 6. Tech + MajorCultural Shifts… • New behaviors fueled by online networks • Turning to trusted sources for advice & help • Shift of influence & relevance © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 7. Leads to BusinessChange… •Hyper-Connected •Global •Hyper-Competitive •Innovation driven •Mobile © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 8. People are thePlatform (again) Employees Conversations Productivity Suppliers Customers Transparency Relationships Partners © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 9. How = Networked Business Model What = Social Connected Business © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12 8
- 10. Traits of aSocial Business Employees empowered Transparent to contribute Customer engaged in Interdependent ongoing relationship ecosystem of partners Service “when, where, how” Power shared & distributed the customer chooses Customer defined Distributed problem solving products/services Leadership coaches not Anticipated customer needs controls © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 11. Market Landscape Selecting Social2012 Q. Has your company selected for purchase any enterprise social software solutions in the past 12 months? 33% Yes No 67% © IDC Visit us at IDC.com and follow us on Twitter: @IDC N=700; IDC Social Business Survey, June 2012 Oct-12 11
- 12. Three C’s ofSocial Business Community Content Collaboration © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 13. Why use SocialSoftware for Business? Q: Why do you conduct social media/networking initiatives for business purposes? (Select all that apply) Gather feedback on company product or service Respond to customer/partner inquiries Competitors are doing it Communicate with partners/suppliers Communicate with customers Create awareness about company product or service Make decisions Conduct employee training It is a requirement for my job Communicate with internal colleagues Share knowledge/contribute ideas Socialize with friends/industry colleagues Monitor conversations/activities #1 reason Acquire knowledge/ask questions in 2011 Drive revenue generation 0% 5% 10% 15% 20% 25% 30% © IDC Visit us at IDC.com and follow us on Twitter: @IDC N=700, Multiple responses allowed; IDC Social Software Survey, June 2012 Oct-12 13
- 14. Social Business: Focuson the Internal •Find an expert in a timely manner •Find the right info at the right time •Knowledge sharing culture – eliminate silos •Increase innovation © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 15. Social Business: Focuson the External •Engage Customers in Ongoing Conversation •Peer to Peer Support •Word of Mouth Advertising - Influence •Interact “When, Where and How” the Customer Chooses © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 16. IDC’s Social BusinessProcesses Employee-Focused Customer-Focused Collaboration Social Commerce Brand Maintenance Customer Experience Management Supplier Networks Social Channel Response Co-Innovation Social Service Channels Innovation Management Customer Engagement Sales Intelligence Community Generated Content External Users Sales Enablement Community-Based Support Talent Acquisition Social Marketing Social Learning Social Media Creation Collaborative Project Management Supplier Networks Employee Social Network Internal Users Socialytics (network behavior, content, social data, customer behavior) © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 17. Social Business MaturityModel 5 Optimization 4 Operationalization 3 Integration 2 Compartmentalization 1 Experimentation © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12 17
- 18. Enterprise Systems areChanging © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 19. The Connected Enterprise • Cloud Enabled • Networked • Flexible and Nimble • Innovative © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 20. Barriers Culture Threatens traditional modelsof power & control Misaligned Priorities, Initiatives & Incentives Inside the “box” Silos How can you expect to talk to your customer when you can't talk to each other? © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12
- 21. Adoption Challenges Q: What are the key challenges associated with implementing/using social software? Enterprise Social Software Getting people to participate Finding the time to use another communication/collaboration tool Justifying the investment to upper management Measuring the impact of social software on business goals Having people monitor what I do It has been subject to security threats/attacks Allowing comments and feedback to be posted openly It is not integrated with other internal applications/systems that I use There is no official company policy to set boundaries and guide behavior It does not have the functionality that I require IT tries to block / monitor social software use None of the Above 0% 10% 20% 30% 40% 50% 60% Enterprise Social Software © IDC Visit us at IDC.com and follow us on Twitter: @IDC N=339; IDC Social Business Survey, May 2011 Oct-12 21
- 22. Social Business -Adoption •Executive Sponsorship and Visible Use •Champions and Power Users •Change Incentives – Cross-Silo Collaboration & Knowledge Sharing •Hands-On at Launch •Specific Use Cases •Company Wide Important Announcements •Tie to Existing Systems / Embed •Feedback and Listen © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12 22
- 23. Essential Guidance Change management is the key to adoption Leverage the Power of Networks Connect outside in and inside out Silos are the enemy Technology isn’t enough – culture and process © IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12 23
- 24. Contact Michael Fauscette mfauscette@idc.com Twitter: @mfauscette Blog: www.mfauscette.com Social Business Community: http://idc-insights-community.com/SocBiz © 2011 IDCVisit us at IDC.com and follow us on Twitter: @IDC © IDC Oct-12
Editor's Notes
- #12 Enterprise social software offerings bring enhanced social collaboration capabilities to users who are either inside or outside an organization's firewall. Those users primarily in non–customer facing roles are the focus of these solutions, but customer-facing interactions may also occur. Common Enterprise 2.0 functionality offered in enterprise social software solutions include, but are not limited to, activity streams, blogs, communities, discussion forums, groups (public or private), ideas, microblogging, profiles, recommendation engines (content or people), tagging, bookmarking, and wikis. Vendors tracked in the enterprise social software market can offer discrete solutions supporting one type of social functionality (such as community management, ideation, innovation management, or activity streams) or a broad-based platform that encompasses many functionality traits. A variety of deployment options (on-premise, SaaS, hosted application management, or software appliance) are made available.