The Collaborative Enterprise: The Social Supply Chain

The Collaborative Enterprise

Michael Fauscette,
Group Vice President, Software Business Solutions

© IDC Visit us at IDC.com and follow us on Twitter: @IDC Oct-12

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

Connectivity changes everything

Economically

Socially

Technically

“Traditional” Business

•Hierarchical Structure

•Top Down Management

•Knowledge is Power

•Command and Control


Four Forces of Industry Transformation

Cloud Mobility

Big Data/ Social
Analytics Business


Tech + Major Cultural Shifts…

• New behaviors fueled by
online networks

• Turning to trusted sources
for advice & help

• Shift of influence &
relevance


Leads to Business Change…

•Hyper-Connected

•Global

•Hyper-Competitive

•Innovation driven

•Mobile


People are the Platform (again)

Employees
Conversations
Productivity

Suppliers Customers

Transparency Relationships

Partners


How =
Networked Business
Model

What =
Social Connected
Business


Traits of a Social 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


Market Landscape
Selecting Social 2012
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

Three C’s of Social Business

Community
Content

Collaboration


Why use Social Software 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

Social Business: Focus on the Internal

•Find an expert in a timely manner

•Find the right info at the right time

•Knowledge sharing culture – eliminate
silos

•Increase innovation


Social Business: Focus on 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’s Social Business Processes
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)

Social Business Maturity Model

5
Optimization

4
Operationalization

3
Integration

2
Compartmentalization

1
Experimentation


Enterprise Systems are Changing


The Connected Enterprise

• Cloud Enabled

• Networked

• Flexible and Nimble

• Innovative

Barriers

Culture
Threatens traditional models of 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?


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

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


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

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

The Collaborative Enterprise: The Social Supply Chain

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Editor's Notes