The document discusses reframing assumptions about social business and collaboration. It summarizes that organizations are not homogeneous with diverse structures and cultures. Social software needs to focus on adaptation rather than adoption. Leadership roles are expanding beyond organizations' boundaries requiring new skills like sensemaking. Collaborating with customers means having conversations to understand their perspectives rather than just marketing. Overall, the document argues for reexamining common assumptions with new perspectives.

1. Reframing our assumptions
Over Social Business
Thierry de Baillon
Associate Partner – Transitive Society

2. Enterprise 2.0
Andrew McAfee
Social Business
IBM – Dachis Group
Social Enterprise
Marc Benioff (Salesforce)
Social Organization
Bradley – McDonald (Gartner)

3. 1492

4. 1485 – John II of Portugal rejected the project
1490 – Isabella of Spain rejected the project
1492 – Isabella of Spain finally approved
Long time commitment
Strong leadership
Need for a prominent sponsor
1493 – Second trip
Learning from failure

5. Wrong Assumptions

6. • Planning to reach Asia
• Underestimating the distance
• Wasting human resources

7. Further success?
A huge military campaign
seeking for wealth, beginning
an era of slavery

8. Enterprise 2.0
Andrew McAfee
Social Business
IBM – Dachis Group
Social Enterprise
Marc Benioff (Salesforce)
Social Organization
Bradley – McDonald (Gartner)

9. "The significant problems we face cannot be solved at the
same level of thinking we were at when we created them."
Albert Einstein

10. We are considering many issues
with yesterday’s eyes
?
Companywide –mass- collaboration
Integrated social platform
Socializing processes
Fostering employees engagement

11. "Erroneous assumptions can be disastrous."
Peter Drucker
© Jeff McNeill

12. We are making many assumptions
?
Organizations have an homogeneous
structure and culture
Social needs adoption
Leadership is the new management
Co-creating with customers

13. Are we getting it right?

14. the Future of Collaborative Enterprise project
Aiming at reframing the problem of getting
collaboration right before jumping to solutions

15. More than 30 interviews,
Making sense from insights,
Drafting scenarios,
Back to interviews…

16. Assumption #1
Organizations are
homogeneous

17. Culture and structure are the main influencers of workers’
behaviors.
But very few companies have a coherent, global structure.
Even fewer have a real global culture.
STRUCTURE CULTURE
STRUCTURE CULTURE
MOTIVATIONS
STRUCTURE CULTURE
MOTIVATIONS
PEOPLE PEOPLE
MOTIVATIONS
CULTURE
MOTIVATIONS
PEOPLE STRUCTURE
RESOURCES
CULTURE
RESOURCES
MOTIVATIONS
CULTURE
STRUCTURE

18. Diversity is the organizational reality
Organizations operate more and more as finite
ecosystems of diverse, inter-connected and
inter-dependent entities, each with its internal
purpose and culture, balancing between
collaboration and competition according to
contextual requirements.

19. Assumption #2
Social Software
Needs Adoption

20. Focus on adaptation, not on adoption
The most efficient way to provide workers with
tools to get their work done is to allow them to
adapt the tools to their own practices.

21. The future is DIY

22. Assumption #3
Leadership is the
New Management

23. Henry Mintzberg’s managerial roles - 1973
Category Role Tasks
Informational Monitor Seek and receive information, scan papers and reports,
maintain interpersonal contacts
Disseminator Forward information to others, send memos, make phone
calls
Spokeperson Represent the unit to outsiders, in speeches and reports
Interpersonal Figurehead Perform ceremonial and symbolic duties, receive visitors
Leader Direct and motivate subordinates, train, advise and influence
Maintain information links in and beyond the organization
Liaison
Decisional Entrepreneur Initiate new projects, spot opportunities, identify areas of
business development
Disturbance handler Take corrective action during crises, resolve conflicts among
Resource allocator staff, adapt to external changes
Negociator Decide who gets resources, schedule, budget, set priorities
Represent departments during negotiations with unions,
suppliers, and generally defend interests

24. Organizations expand beyond
boundaries
Enterprise’s ecosystem include partners,
suppliers, competitors and customers.
Empowering internal diversity requires a new
balance between control and autonomy.

25. New roles and skills for a new model
Category Role
Informational Monitor
Disseminator
Spokeperson
Interpersonal Figurehead
Leader
New skills
Liaison
Sense making
Decisional Entrepreneur Patterns matching
Disturbance
handler
Resource New role
allocator Resource
Negociator orchestrator

26. Beyond its boundaries, the Collaborative
Enterprise will need to secure its identity.
Managers need to become Storytellers

27. Assumption #4
Collaborate
with customers

28. Mass Customization… in 1998

29. Co-creation is mostly marketing

30. Creating products and services while
focusing on customers’ point of view
doesn’t mean collaboration, but
conversation and assistance through
social.
Yet, some customers are qualified enough
to act as partners.
Treat them so.

31. "Today, in our society of individualism and hyper-consumerism, the quest for
happiness, for well-being has become something fundamental. And I don’t
think that a company can sustainably and efficiently go against men and
women primary aspirations."
Gilles Lipovetsky

32. Thank you
http://thefutureofcollaboration.com
tdebaillon@transitive-society.com
Twitter: tdebaillon
Skype: t_de_baillon
Linkedin: debaillon
Mobile: +33 (0)6 11 62 49 80
Blog: http://www.debaillon.com