Challenges, solutions and best practices on how to improve the success rate of Social Enterprise projects. Delivered at Social Now 2013, Lisbon

1. Salmons and
Ghost Cities
Challenges and solutions for the Social Enterprise
Emanuele Quintarelli
Digital Transformation Leader, Ernst & Young
@absolutesubzero - www.socialenterprise.it

2. 5 facts about the Social Enterprise

3. FACT 1
Companies and employees
are flocking to the Social
Enterprise
• 83% of companies use at least one social technology (McKinsey 2013)
• Social software will be important or somewhat important to 86% of
organizations in 3 years from now (MIT 2012)
• Social technologies are employed by 79% of organizations (Gartner 2013)

4. FACT 2
It’s a new paradigm that
millenials expect and
demand
• By 2025 75% of workers will be millenials. 45% of them would trade
salary for mobility (IBM)
• Millenials are disrupting the workplace. They are mobile, connected.
transparent. They collaborate and multitask (Forrester)
• Millenials don’t like hierarchies, boundaries, privacy, command & control

5. FACT 3
Social enterprise means
introducing social software.
Deploy it & they will come
• 81% of the budget goes to platform implementation in organizations with
80k+ employees
• 50%+ organizations have no formal or informal community management
Source: Digital Workplace Report 2013

6. FACT 4
Once you get started,
employees won’t ever be
able to live without it
• “Did you know that social software is having a dramatic impact on the
way people work? It's true. Today, social software is fundamental to real
work getting done” (IBM)
• “Hundreds of companies have been using social collaboration in largescale deployments for years and reporting sizable, measurable
benefits” (Jive)
• PUT ANY OTHER VENDOR YOU LIKE HERE…….

7. FACT 5
Your efficiency, productivity
and profitability will never
be the same again
• 90% of executives whose companies use social tools report measurable
benefits
• Social software can unlock $900 – $1300 B value in 4 sectors
• Social Enterprise saves knowledge workers 28h / week and improves
their productivity 20-25%
Source: McKinsey 2012-2013

8. How many of you have seen such results?

10. Are you still drinking the Kool-Aid?

11. BLUE PILL or RED PILL?
“This is your last chance. After this, there is no turning
back” THE MATRIX

12. Back to Reality
• Only 28% of knowledge workers actually
use collaborative tools at least monthly
• Gen Y won’t change workplace collaboration.
The most active group is Gen X not Y.
• Only 22% of social workers consider social
software indispensable to get work done
• 55% of social workers only uses one tool
regardingless from the richness of platforms
• 64% of organizations achieved relatively
limited business benefits from E20
Source: Forrester Research

13. walking into a
“ It’s likeof skyscrapers,
forest
but they’re all empty
”
The largest ghost city of the Enterprise

14. Up to 50% of social initiatives will fail
90%
Source: Beeline labs, Gartner

15. Lack of purpose and support
Attracting people
Keeping people
Source: Beeline labs, Gartner

16. Where’s the problem with people?
•
•
•
•
•
•
Don’t have time
Collaboration is not a priority
Knowledge is power
What’s in it for me?
How can I retain control
WTH…… is a WIKI?

17. What are orgs getting wrong?
•
•
•
•
•
•
It is not really about people
Departmental fiefdoms and political turfs
Knowledge stocks vs knowledge flows
Command & control vs Cultivate & coordinate
Rewarding doesn’t include collaboration
Transparency and openness are a chimera

18. Aren’t you feeling much like a salmon?

19. You know how this story ends..
Right?

20. ERASE
AND
REWIND

21. No people. No party

23. Or do !
they?!

25. WHAT
WE HAVE
LEARNED

26. Start from the business
G
O
A
L
S
Implementing Enterprise 2.0 (Ross Dawson, 2009)
McKinsey 2010

27. Co-Design is the single most critical
factor to success

28. Embed social in the flow

29. Success is about the majority
First wavers
Second wavers
From Diffusion of Innovations (Everett Rogers) & Crossing the Chasm (Geoffrey Moore)

30. Communities as living organisms
Potential crash
Forrester, 2008

31. Try. Fail. Evolve… and try again
Organizational
Evolution
Pilot(s)

32. Respect the fear
Pushback on being forced to change
Fear of the unknown
Comfort with the status quo
No sense of future benefit
Roadblocks from individuals!
Group habits
Irrevocable change
Practice & technology inseparable
Roadblocks from groups!
Roadblocks from the
Organization!
Culture
Politics
Inconsistency
Time

33. Stick or Carrots?
The Social Enterprise is more
about meaning than about money
The Cardinal Rules of User Adoption – Dreamforce

34. Source: Tom Humbarger
Measure business. Not only participation
More
revenues
Cost
reduction
Better
products
Quicker
go-to-mkt
Increased
agility

35. Surprise people whenever you can
Measure business. Not only participation

36. What does a community manager do?
Multi-modal content creation
Visible
Actions
On-going facilitation
Moderation & reporting
Communicate & let it evolve
Back-channelling
Promoting positive behavior
Event planning and orchestration
Keeping an ear to the ground
Event follow-up
Nurturing relationships
Keeping people in the loop
Evangelizing (also stakeholders)
Drafting, content & discussions
Programming with participants
Monitoring & risolving disputes
Mediating organization / members
Behind the
scene

37. Find and nurture your Jedi knights!
Community Manager’s Traits
- Patience
- Networking
- Communication
- Facilitation
- Good party host
- Marketing
- Self Motivation
- Workhaholic tendencies
- Organization
- Mediation
- Passion
- Be honest and trustworthy

38. THE
VERY
LAST
THING

39. Be human and have fun!

40. Emanuele Quintarelli
Digital Transformation Leader, Ernst & Young
@absolutesubzero - http://www.socialenterprise.it