1. rn from
e new
d things,
ng old dialogue on Social Business Manifesto
A
w things Emanuele Scotti | Rosario Sica
OpenKnowledge co-founders
thesis n°3 -
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2. The enterprise of the future will be more fluid, more reactive and more resilient
3. Social Business: why
• New environment: turbolence,
discontinuity, globalization
• New competitive drivers: service,
speed
• New customer: Social Customers
• New communication platform
4. Social Business: what’s this?
• An organization that has put in place
the strategies, technologies and
processes to systematically engage all
the individuals of its ecosystem
(employees, customers, partners,
suppliers) to maximize the co-created
value
5. Social Business figures
• Adoption of social technologies by
enterprises is strongly increasing
• Employee want social networking tools
• The benefits expected and produced
are drawn from the full enterprise eco-
system: inside, outside, extended
enterprise
• The strategic adoption of social
technologies is building a new kind of
organization: the connected enterprise
• Connected enterprises are
experiencing better performance in
marketing, operation, innovation
Source: OpenKnowledge 2012, Cisco 2011, McKinsey 2011, IBM 2011-2012, Deloitte Consulting, BlessingWhite 2011
6. Social Business Manifesto
• We started to write the theses of Social
Business
• We’ll share with you along with the
antitheses that we experience often in
our job
• We would like to engage all of you to
get to 95 theses
7. Add your own thesis to the Manifesto or tweet it with #sbmthesis
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9. Theses
Antitheses
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#2
Organisations Antithesis #2
are conversations
10. Theses
Antitheses
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#2
Organisations
are conversations
Charlie Chaplin, Modern times (1936)
11. Theses
Antitheses
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#3
Entropy is born
from trying to use Antithesis #3
new tools to do old
things, or from
using old tools to do
new things
12. Theses
Antitheses
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#3
Entropy is born
from trying to use
new tools to do old
things, or from
using old tools to do
new things
13. Theses
Antitheses
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#4
E-mail has been
overtaken by more
Antithesis #4
open and emerging
exchange platforms.
Organizations should
abolish their internal
use of e-mail
14. Theses
Antitheses
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#4
E-mail has been
overtaken by more
open and emerging
exchange platforms.
Organizations should
abolish their internal
use of e-mail Massimo Troisi, Il postino (1994)
15. Theses
Antitheses
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#6
The road must be
the culture of risk: Antithesis #6
new perspectives do
not open up
without risks
16. Theses
Antitheses
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#6 50
45
The road must be 40
35
the culture of risk:
30
25 Nokia
20 Apple
new perspectives do 15
10
not open up 5
0
2007 2008 2009 2010 2011 2012 2013
without risks Un player di un’altra industry raggiunge e supera il market leader
Market share of global Smartphone market
17. Theses
Antitheses
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#7
Clients know the
products much Antithesis #7
better than the
companies that
produce them
18. Theses
Antitheses
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#7
Clients know the
products much
better than the
companies that
produce them
Kriptonite, Bloster
19. Theses
Antitheses
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#8
Those who work expect
in some way to be able Antithesis #8
to participate in the
organizational project;
malaise is generated by
the impossibility of this
participation
20. Theses
Antitheses
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#8
Those who work expect
in some way to be able
to participate in the
organizational project;
malaise is generated by
the impossibility of this
participation Engagement in Europe by generation
Blessing White Inc. 2011
21. Theses
Antitheses
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#30
Clients, like employees,
are looking for a
contact and a dialogue Antithesis #30
but instead find rubber
walls with high-
sounding names: call
centres, customer care,
direct lines
22. Theses
Antitheses
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#30
Clients, like employees,
are looking for a
contact and a dialogue
but instead find rubber
walls with high-
sounding names: call
centres, customer care, Usual customer experience through call center
direct lines
23. Theses
Antitheses
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#31
Consultants strengthen the
status quo: they try to
bring complexity to the Antithesis #31
pre-established order but
by doing this they increase
entropy as they simply
move the disorder to
another level
24. Theses
Antitheses
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#31 Audit the auditor!?
Consultants strengthen the
status quo: they try to
bring complexity to the
pre-established order but
by doing this they increase
entropy as they simply
move the disorder to
another level NDTV, Enron Bankrupt (2001/10)
25. Theses
Antitheses
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#9
In order to see new
phenomena we need Antithesis #9
to build new tools of
analysis and
measurement
26. Theses
Antitheses
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#9
In order to see new
phenomena we need
to build new tools of
analysis and
measurement
Benigni-Troisi, Non ci resta che piangere (1985)
27. Theses
Antitheses
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#10
Organisations are
living organisms.
Antithesis #10
Even before
generating products
they generate and
transform
knowledge
28. Theses
Antitheses
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#10
Organisations are
living organisms.
Even before
generating products
they generate and
transform
knowledge
W. Allen, Everything You Always Wanted to Know About Sex
(1972)
29. Theses
Antitheses
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#14
The weak point of Antithesis #14
knowledge
management is the
management
30. Theses
Antitheses
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#14
The weak point of
knowledge
management is the
management
Totò, Totò a colori (1967)
31. Theses
Antitheses
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#15
Collaboration is the
challenge for Antithesis #15
modern
organizations. We
have only just begun
to deal with this
32. Theses
Antitheses
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#15
Collaboration is the
challenge for
modern
organizations. We
have only just begun
to deal with this J. Velasco (2009): Il non-gioco di squadra
33. Theses
Antitheses
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#16
Collaboration does not
(only) mean Antithesis #16
coordination, planning,
and role management.
Collaboration means
putting collective
intelligence to good use
34. Theses
Antitheses
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#16
Collaboration does not
(only) mean
coordination, planning,
and role management.
Collaboration means
putting collective
intelligence to good use J. Cameron, Titanic (1997)
35. Theses
Antitheses
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#18
Organizations that are Antithesis #18
“overly” structured risk
extinction
36. Theses
Antitheses
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#18
Organizations that are
“overly” structured risk
extinction
Source: Burt, R. (2005), Brokerage and Closure: An Introduction
to Social Capital, Oxford University Press.
37. Theses
Antitheses
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#23
An economic crisis is Antithesis #23
also a crisis of
management models
and work organization
models
38. Theses
Antitheses
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#23
An economic crisis is
also a crisis of
management models
and work organization Vision Leadership Values
models
Alberto Sordi, Il Vigile (1960)
Strategic planning Balanced Scorecard Structure
39. Powered by
#1
Chaos is simplicity that we cannot see yet
40. We dedicate this speech to a friend who is no longer with us
Nicola Silvestri (1959-2012)
41. Thanks!
Dialogue continues at www.socialbusinessmanifesto.com
Twitter: #sbmthesis
Add your own thesis to the Manifesto or tweet it with #sbmthesis
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