Social media is affecting the traditional supply chain across the board and across the globe. Communication-enhancing tools are not only positively affecting efficiency; they are also helping companies to achieve significant cost savings and improved profits. In this informative session, you will learn how to successfully leverage social networks to drive results throughout your end-to-end supply chain processes. Michael Fauscette, Group Vice President, Software Business Solutions, IDC 2012 Ariba Commerce Summit in Atlanta

1. The Collaborative Enterprise
Michael Fauscette,
Group Vice President, Software Business Solutions
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2. Four Economic Realities
Changing
Demographics
Global Slow Changing
Volatility Growth Expectations
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3. Connectivity changes everything
Economically
Socially
Technically
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4. “Traditional” Business
•Hierarchical Structure
•Top Down Management
•Knowledge is Power
•Command and Control
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5. Four Forces of Industry Transformation
Cloud Mobility
Big Data/ Social
Analytics Business
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6. Tech + Major Cultural Shifts…
• New behaviors fueled by
online networks
• Turning to trusted sources
for advice & help
• Shift of influence &
relevance
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7. Leads to Business Change…
•Hyper-Connected
•Global
•Hyper-Competitive
•Innovation driven
•Mobile
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8. People are the Platform (again)
Employees
Conversations
Productivity
Suppliers Customers
Transparency Relationships
Partners
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9. How =
Networked Business
Model
What =
Social Connected
Business
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10. 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
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11. 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%
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12. Three C’s of Social Business
Community
Content
Collaboration
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13. 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

14. 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
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15. 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
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16. 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)
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17. Social Business Maturity Model
5
Optimization
4
Operationalization
3
Integration
2
Compartmentalization
1
Experimentation
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18. Enterprise Systems are Changing
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19. The Connected Enterprise
• Cloud Enabled
• Networked
• Flexible and Nimble
• Innovative
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20. 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?
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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
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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
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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
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24. Contact
Michael Fauscette
mfauscette@idc.com
Twitter: @mfauscette
Blog: www.mfauscette.com
Social Business Community:
http://idc-insights-community.com/SocBiz
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© IDC Oct-12