SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez nos Conditions d’utilisation et notre Politique de confidentialité.
SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez notre Politique de confidentialité et nos Conditions d’utilisation pour en savoir plus.
Collaboration Strategy Process for T.
Rowe PriceSocial Business by Design• Published May, 2012• From John Wiley & Sons• The deﬁnitive management strategy guide and handbook on social business.• Based on real-world experience.• The most complete and business-focused statement on what social business is and why it’s strategically vital.• Recently #1 in Amazon’s Hot New Releases• Companion Web site at http://socialbusinessbydesign.com® 2010 Dachis Group. Conﬁdential and Proprietary 2
Introduction Spring 2012 Dion Hinchcliffe
• ZDNet’s Enterprise Web 2.0 • http://blogs.zdnet.com/Hinchcliffe • ebizQ’s Next-Generation Enterprises • http://www.ebizq.net/blogs/enterprise •• EVP of Strategy http://dachisgroup.com • mailto:firstname.lastname@example.org • : @dhinchcliffe® 2012 Dachis Group 3
Overview• Examination of social computing
strategies• With a focus on Enterprise 2.0 and social intranets• Pragmatic exploration of how they can best promote effective business results• We’ll look for evidence of which techniques work best.• We’ll talk about how to realize them.
Intranet CongressThe Social Business Council
• Over 200 large ﬁrms • Practitioners of Social Business and Enterprise 2.0 • Only companies with over 10,000 employees (in Europe 5,000) • Our research and insight into these hundreds of ﬁrms drive best practices and lessons learned® 2010 Dachis Group. Conﬁdential and Proprietary
Intranet Congress 2011 The drivers
for next-generation business• Pervasive global connectivity• New friction-less interaction platforms• Focus on network effects• Information superabundance• Inherent transparency, openness, and broadcast• The rise of social capital
The Map of SocialBusiness OpportunityInnovation
Creating new rapid Growth Leveraging Innovation growth online products • Product Incubators powered by: • Open Supply Chains • Peer Production • Product Development 2.0 • Jakob’s Law • Some Rights Reserved • The Long Tail • Blue Ocean • Network Reinventing the Fostering Effects customer relationship Innovation to drive revenue: • Internal Innovation Markets • Customer Communities • Open innovation • Customer Self-Service • Database of Intentions • Marketing 2.0 Current Business State Driving costs down through Change Management • Transformation Communities less expensive, better 2.0 • 2.0 Education solutions: • Capability • Lightweight IT/SOA Acquisition • Enterprise mashups Improving • Expertise Location Business Remodeling productivity and • Knowledge Retention and Restructuring access to value: • BPM 2.0 • Enterprise 2.0 • Employee Communities • Open APIs • Cloudsourcing • Crowdsourcing • Pull Systems • Prediction MarketsTransformation Cost Reduction
The 50 Foot Collaboration Rule
• Workers are not likely to collaborate very often if they are more than 50 feet apart: Take Away: Surmounting this obstacle is now • Even with traditional electronic possible with newer aids such as telephone, e-mail, and collaboration remote video techniques
Motivation and Trends• Knowledge workers
currently spend 20% of their time looking for the information they need to do their jobs (1 day a week) Source: Forrester• Intranets have frequently failed to address the informational and collaborative needs of workers. Most are relatively static and infrequently updated.• Approximately 42% of the economies of developed nations are “tacit interactions”, meaning complex collaborative problem solving carried out by knowledge workers. Source: McKinsey• Organizations that adopt new collaborative tools like social for several years see the amount of reusable knowledge grow much more rapidly that before. Source: Jive• Between 80%-90% of the information that organizations have spend hundreds of billions collecting in IT systems over the last 30 years is inaccessible by most workers. Source: Various including Gartner, IDC, others Goal: Address these issues and make information easier to ﬁnd/share as well as faster to access while also improving knowledge ﬂow between associates.
Other drivers of social IT
and business• Drivers- Downturn- Growing Tech/Business Gap- Low IT success rates- Costly solutions- Failure of centralization 13
What are the key elements
of a social intranet platform?• A holistic social view community that meets business needs• Software that puts people and their relationships at the core of their function• User proﬁles that list all of the connections you have with others• Activity streams that display an ongoing set of events and messages taking place in your social environment• Other social applications that makes most activity public by default
Driving the Agenda:Today’s Social Networking
LandscapeUniﬁed Comm 2.0 Public Social Networks Interaction and Social Business Worker Us Online Community Trust, Engagement, Reputation Customer Microblogs CommunitiesCommunity Mgmt Social Web Tech & StandardsE2.0 Workﬂow The Social Web 1-2 billion B2CE2.0 Compliance B2B people Trading World Wide Web Business Partners Customers + Public
The Evolution of the Enterprise
Intranet Theme Social operating system - Social apps • Peer information sharing 2.2 drive internal and external work • Collective intelligence • Social business solutions 2.1 Social networking - User proﬁles, activity streams, and microblogging 2010s Basic social features such as limited 2.0 blogs, wikis, and discussion forums Most Enterprise portal - Integrated identity, Theme organizations 1.5 content, and applications • Content management are here • Self-service today • Productivity apps Corporate apps - More complex 1.4 transactions like eHR and self-service 1.3 Help desk with simple transactional features (employee directory) 2000s Corporate newsletter with news 1.2 items & simple doc management Theme • Basic intranet presence Bulletin board with basic 1.1 company communications • Informational directories • Content push Welcome page with essential1.0 company information 1990s From http://blogs.zdnet.com/Hinchcliffe
A Social/Collaborative “Dashboard” Ad Hoc
Process-Oriented Content-Oriented A Due Due Soon Social Soon Objects Future (Content Types) Future My Activity My My Recent • Most common content types Stream Workstreams Social Objects (reports, support cases, new product ideas, project documents, etc.) What Matters My Trending Events • Decorated with metadata (categories, tags, etc.) • Attention stats • Discussion, rating, and rankingMain Focus: • Versioning • Central focus for daily workWorkforce • Safety net for structured processes • Accounts for all three major types of Activity work activities (ad hoc, process- related, and doc-centric)
• Easily accessible social content
repository (intranet)• Created through ad hoc, process-oriented, and content- Main Focus: oriented activities in social tools or ofﬁce productivity docs• Makes discovery and reuse of intranet content very easy Business Knowledge (creates high ROI) repository metadata tag cloud Social Intranet Find B Content tree browser search engine Create Version Request Edit Organize Discuss Activity Stream • Status updates and microblog posts from associates • Narration of all work with social objects • Trending business events
Becoming part of an ecosystem
The strategic application High value, high scale, of social computing to cost effective, and enterprise challenges: emergent business Social Business Design Dynamic Signal outcomes Hivemind Metaﬁlter Ecosystem Social Busine enterp rise ec s osyste m s rnet t ane Inte extr customers + world net business partners a intr Web 2.0 integr ated vision Crowdsourcing workers Social Media Social CRM Online Communities Enterprise 2.0 The signiﬁcant social computing trends of the last half decade Source: Dion Hinchcliffe, Dachis Group, 2010 http://dachisgroup.com
Signiﬁcant Recent Examples• TransUnion -
50x ROI in high value scenarios• IBM - 29% reduction in e-mail volume• Siemens - Eliminating e-mail entirely• GE - Entire company has transformed to enterprise social media + UC
Dachis Group 30K Enterprise 2.0
Story 25K Go/No Go Stand-Alone Decision for Solution Global Launch 20K Acquired Owners Board Member Sponsor 15K Concept Pilot Launch 10K connect.BASF First Conceived by Expert 5K Internal Think Tank Interdisciplinary Communities & Team Advocates Launch User Involvement Communication Base 2007 2008 2009 2010 2011(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
Dachis Group ‘s End-to-End Social
Business Effort Burberry CEO Angela Ahrendts Explores Their Social Enterprise Vision With Salesforce CEO Marc Benioff at Dreamforce 2011 Stats: 6,600+ Workers | 10M+ Facebook Fans | 15,000 Partners(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
Dachis Group The Burberry Lesson
• Social business leads to better connection between workers and customers • New types of sustained connections that result in business value • Wall Street analysts credit the fashion ﬁrm’s social media strategy for a major rise in proﬁt 21% Increase To The Bottom Line(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
Intranet Congress 2011Case Study: Investment
Banking • Dresder Kleinwert Wasserstein (DrKW) • Used for Prof. Andrew McAfee’s article introducing Enterprise 2.0 • Included both blogs and wikis – Uptake was not automatic – “depended greatly on decisions made and actions taken by managers”
Intranet Congress 2011The DrKW Story•
Pioneers in the IT department at its London ofﬁce sent a program called Socialtext to several groups to see how it might be used to facilitate different IT tasks.• The wiki program spread so quickly that DrKW then decided to launch its own corporate wiki.• By October, 2006, the banks 5,000 employees had created more than 6,000 individual pages and logged about 100,000 hits on the companys ofﬁcial wiki.
Intranet Congress 2011Adoption Challenges at
DrKW• Initial efforts at Dresdner confused employees and had to be reﬁned to make the technology easier to use.• More important than tweaking the technology was a simple edict from one of the proponents: – “Dont send e-mails, use the wiki.”• Gradually, employees embraced the use of the wiki, seeing how it increased collaboration and reduced time-consuming e-mail trafﬁc.
Intranet Congress 2011 DrKW: The
Role Managers Played• Providing a receptive culture – “I’m not sure wikis would work in a company that didn’t already have 360-degree performance reviews”• Offering a common platform – Reduced fragmentation and encouraged connections between different groups• An informal rollout – Reduced constraints and policy• Managerial support – Leading by example
Intranet Congress 2011Key Lessons Learned
at DrKW • Lesson #1: Viral adoption works. Once one group became committed wiki users, both companies say, the trend inevitably spread. – In March, 2006, the Dresdner Kleinwort wiki had 20,000 monthly hits. By October, that number had quintupled, often because one unit convinced another to start using wikis. • Lesson #2: Simple, clear messages about the tools and participation by leaders leads to the necessary behavior changes in employees • Lesson #3: Not just better collaboration. A new type of collaboration: – It was “a watershed moment to ﬁnd a tool that orchestrates a virtual free-flowing jam session of ideas across different groups and units within the company—something thats crucial for an organization that thrives on out-of-the-box thinking.”