For over twenty years organisations have been deploying technologies that promise to change the way we work. From groupware, to content management, to social. From Lotus Notes, to SharePoint, to Yammer. Yet for many organisations the benefits remain elusive. One recent study into the use of Enterprise 2.0 technologies within a global telecommunication company concluded that achieving the goals of such technology investments will be dependent of reconfiguration and redesign of the whole socio-technical and managerial system. Industry analysts, guru managers and the press offer visionary statements such as "Social is a philosophy, a way of life that empowers customers and users" but there's little concrete advice or guidance for managers or executives. In this session we'll examine the transformational potential of social, collaborative and content management technology in business and present a framework for realising the that potential by harmonising management approaches to Strategy, People, Knowledge and Technology.

1. Knowledge Is Power:
The Rise Of The Social
Business
November 2013

2. Who Am I?

3. Connect, Communicate,
Collaborate

4. Why Am I Here?
The perceived problem is that the phenomenon of social business is not
well understood within the context of strategic management and that as a
result significant amounts of time, effort and money are being wasted and
opportunities are being missed.

5. What Am I Going To Talk
About?
1. The Rise of the social business
2. Strategy
3. Knowledge & Learning
4. People
5. Technology
6. Q&A

6. The Rise Of The Social
Business

7. The Rise Of Social Business
2006 -2013
1925 – 1950
Command and
control
1895 – 1905
management
vs.
ownership
1988 -2006
Information
based
organisation
Social
Business?

8. 1988 - The New
Organisation
1. Developing rewards, recognition and career
opportunities for specialists
2. Creating a unified vision in an organisation of
specialists
3. Devising the management structure for an
organisation of task forces
Drucker, P F (1988) 'THE COMING OF THE NEW ORGANIZATION'. Harvard Business Review, 66 (1): 45-53.

9. 2006 - Enterprise 2.0
“Enterprise
2.0 technologies have the potential to usher in a
new era… Because of the challenges these technologies bring…
there will be significant differences in companies abilities to
exploit them… Because of the opportunities these differences
will matter a great deal”
Mcafee, A P (2006) 'Enterprise 2.0: The Dawn of Emergent Collaboration'. MIT Sloan Management Review, 47 (3): 21-28.

10. 2011 – Social Business
“Enterprise
2.0 technologies offer considerable promise for
redefining the workplace.. Achieving these elusive goals will be
dependent on reconfiguration and redesign of the whole sociotechnical and managerial system”
Denyer, D, Parry, E and Flowers, P (2011) '“Social”, “Open” and “Participative”? Exploring Personal Experiences and Organisational Effects of Enterprise2.0 Use'. Long Range Planning, 44 (5/6): 375-396.

11. 2013 – Social Business
1.No clear strategy
2.No clear business case or value proposition
3.Competing priorities
MIT Sloan Management Research Report 2013

12. The Problem With ‘Social’
“You can’t stop it. Once you make it available to people.. The
magic happens… Sometimes if people ask me to quantify in
euros or dollars what the platform has delivered I tell them to
look at the change of mind-set, the information sharing and
how quickly information passes around” –
(Forbes article 2012)

13. Strategy

14. Perspectives On Strategic
Management

15. Knowledge & Learning

16. What’s Your Strategy For
Managing Knowledge?
Hansen, M T, Nohria, N and Tierney, T (1999) 'WHAT'S YOUR STRATEGY FOR MANAGING KNOWLEDGE?'. Harvard Business Review, 77 (2): 106-116.

17. Organisational Ambidexterity
Filippini, R, Güttel, W H and Nosella, A (2012) 'Ambidexterity and the evolution of knowledge management initiatives'. Journal of Business Research, 65 (3): 317-324.

18. People

19. The Rise Of The Knowledge
Worker
1910 Factory Worker
2013 Knowledge Worker

20. Management & Culture
http://www.slideshare.net/reed2001/culture-1798664?from_search=1

21. Productivity & The Strength Of
Weak Ties
LEE, R. 2009. Social capital and business and management: Setting a research agenda. International Journal of Management Reviews, 11, 247-273.

22. Productivity & The SearchTransfer Problem
HANSEN, M. T. 1999. The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits. Administrative Science Quarterly, 44, 82-111.

23. Productivity & Social
Networks
Cross, R, Liedtka, J and Weiss, L (2005) 'A Practical Guide to Social Networks'. Harvard Business Review, 83 (3): 124-132.

24. Leading The Social Business
“To be successful internal SM
must focus on building emotional
capital”
Authenticity
Pride
“Research suggests most
successful employee communities
tend to be actively managed by
executives”
Attachment
QUY, H. U. Y. & SHIPILOV, A. 2012. The Key to Social Media Success Within Organizations. MIT Sloan Management Review, 54, 73-81.
Fun

25. The Innovation Argument

26. Technology

27. Services
It’s How The Internet Works

28. Communities Service

29. Teams Service

30. Social Networking Service

31. Content Services

32. What Have I Been Talking
About?

33. Key Messages

34. Redefining ‘Social Business"
“A social business is an organisation that explicitly and systematically
harmonises management approaches to strategy, knowledge, people and
technology with the aim of delivering benefits associated with knowledge
worker productivity and innovation””

35. Q&A

36. Thank
You