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Global Survey:
Is enterprise
social
collaboration
living up to
its promise?
May 2013 | Avanade
2
Across the board, IT
and business
decision-makers,
along with end
users, report positive
outcomes from their
use of social
collaboration
technologies in the
enterprise.
Executive Summary
We work in a constantly changing, ever
mobile work environment, which
embraces new technologies, policies,
stakeholders and physical work spaces.
This new way of working demands a
more collaborative approach to business.
Companies are redesigning long-standing
processes to adapt to this shift.
It’s clear that social technologies play a
key role in facilitating collaboration. To
better understand the scope and nature
of the changes in the market, Avanade
conducted a global research study in April
2013, interviewing 1,000 business and IT
leaders and 4,000 employees about the
impact of social technologies on
enterprise collaboration.
Overall, research results showed a large,
as-yet-unmet opportunity to fully adopt
and leverage social technologies for
collaboration at work. Currently the
majority of IT decision-makers (87%),
business leaders (67%) and end users
(68%) report using enterprise social
networking technologies, but most lack
true enterprise collaboration capabilities.
Interestingly, decision-makers reported a
measurable desire to move – in the next
12 months – from more consumer-driven
technologies (e.g. Facebook and Twitter)
to enterprise-ready collaboration tools
such as Microsoft SharePoint and
Salesforce Chatter.
Key findings revealed by the research
study include:
 Social collaboration is on the
corporate agenda and the rate
of new technology adoption is
on the rise. [Skip to section]
 Business and IT decision-
makers have a false sense of
accomplishment when it
comes to social collaboration.
[Skip to section]
 Companies have a polarized
view of social collaboration.
Alongside a majority of eager
adopters, a healthy minority of
business leaders is skeptical
about the real value of social
collaboration tools. [Skip to
section]
 There is significant
opportunity in this emerging
market. More businesses plan
to adopt social tools for
enterprise collaboration in the
next 12 months. [Skip to
section]
In a separate “Work Redesigned” survey
conducted in January 2013, Avanade
found that companies are 73 percent
more likely to report improved sales and
new customer acquisition through the use
of their collaboration tools than other
companies. And, the consumerization of
IT has raised the expectation of
employees about which social
technologies they can use to connect and
collaborate both inside and outside of the
organization.
Executive Summary
Social Collaboration
3
 The most widely used social
technology for collaboration
after Facebook? Twitter (51
percent).
 Consumer-driven social
technologies including
Facebook and Twitter lack
enterprise collaboration
capabilities such as document
storage, the ability to share
best practices across teams;
sharing and group editing;
deep search of knowledge and
experience within an
enterprise; and integration
with enterprise
communications systems.
Clearly a large majority of both decision-
makers and end users believe they are
using social technologies to enable
enterprise social collaboration. But are
they really? When asked which platforms
are being used for collaborative
purposes, the respondents revealed that
they are adopting popular social networks
such as Facebook and Twitter, and
Business and IT leaders are deeply
interested in how social collaboration
technologies can encourage better
collaboration in the workplace, but what is
the reality today? How are global
businesses embracing new social
collaboration tools? What impact are
these tools having on traditional business
processes? What results are companies
seeing?
The following report offers a full look at
findings from the most recent survey, as
well as supporting data and Avanade’s
point of view on the results.
Social collaboration is on the
corporate agenda
 77 percent of business and IT
leaders say their companies
are currently using social
collaboration technologies.
 82 percent of businesses
currently using social
collaboration tools want to
use more of them in the
future.
Avanade’s most recent large-scale survey
on social collaboration in the enterprise
reveals that the overall rate of new
technology adoption at companies is
increasing, and the consumerization of IT
plays a huge role in driving perceptions
about social collaboration.
An overwhelming majority of business
and IT decision-makers (96 percent)
report the rate of new technology
adoption at their companies is increasing
or staying the same. In fact, only four
percent report a decrease in the rate of
adoption. And the vast majority of IT
decision-makers (87 percent), business
leaders (67 percent) and end users (68
percent) report using enterprise social
networking technologies successfully at
work.
Avanade defines enterprise social
collaboration as processes and tools that
can power today’s mobile, dispersed and
networked way of getting work done. It
makes it easier for employees to stay
connected, work better in teams, speed
the flow of information and get more work
done. This survey evaluated attitudes and
adoption of social networking and
collaboration technologies as a key
enabler of social collaboration.
Business leaders have a false
sense of accomplishment in
social collaboration
 Those who have adopted
social networking
technologies reported using
Facebook (74 percent) for
collaboration at twice the rate
of Microsoft SharePoint (39
percent), four times that of
IBM Open Connections (17
percent), and six times that of
Salesforce Chatter (12
percent).
Executive Summary
Social Collaboration
4
Executive Summary
Social Collaboration
hoping they enable social collaboration
among employees. In fact, the only social
platforms being used by more than half of
the respondents were Facebook and
Twitter. Decision-makers in particular
appear to have a false sense of
accomplishment when it comes to social
collaboration. Those who have deployed
social networking technologies reported
using Facebook (74 percent) for
collaboration at nearly twice the rate of
Microsoft SharePoint (39 percent), four
times that of IBM Open Connections (17
percent), and six times that of Salesforce
Chatter (12 percent).
The truth is that there is a stark difference
between consumer social networks and
what’s needed for enterprise social
collaboration. Business and IT decision-
makers believe they are enabling
collaboration with social technologies, but
the social technologies they report using
most fall short in important areas needed
for a business to effectively collaborate.
Eager adopters and social
skeptics offer polarizing views
of social collaboration
 Eager adopters are leveraging
social technologies at work –
approximately eight in 10
decision-makers (77 percent)
and seven in 10 end users (68
percent) report using
enterprise social networking
technologies.
 The social skeptics fall on the
other end of the spectrum –
one in five business and IT
decision-makers (23 percent)
have not adopted social
collaboration tools in the
enterprise. And of those
decision-makers who have
adopted, one-quarter (24
percent) believe their social
collaboration tools waste time
or distract employees from
their core jobs.
While time-savings and productivity are
among top benefits of these tools
reported by users, the top benefit across
decision-makers and employees is much
softer: more enjoyable jobs.
So whose view is most valid? Those who
embrace social networking as an
automatic enabler of enterprise
collaboration, or those who ignore and
reject the same social tools as time-
wasters? Data shows the business
benefits outweigh challenges.
Across the board, IT and business
decision-makers, along with end users,
report positive outcomes from their use of
social collaboration technologies in the
enterprise. These benefits come down to
speed, productivity and happiness, but
the ranking changes depending on who
you ask.
Of IT leaders, business leaders and
employees, IT leaders report the greatest
benefits from the use of social
technologies. The 500 IT decision-makers
surveyed claim the leading impact of
these social technologies is to make
employees’ jobs more enjoyable (66
percent). Closely following that benefit,
they report employees are more
productive (62 percent) and able to get
work done faster (57 percent).
While the top benefit reported by these
decision-makers is the overall happiness
of employees, what’s interesting is that
end users rank speed (55 percent) and
productivity (54 percent) ahead of
happiness (51 percent). IT leaders assign
happiness to employees at a higher rate
than employees themselves are
reporting.
Beyond speed, productivity and
happiness, IT and business decision-
makers say the use of enterprise
collaboration tools allow their employees
to generate ideas collaboratively
With all the positive perceptions about
popular social networking technologies in
the workplace, Avanade’s research yields
polarized views among business leaders
(500), IT decision-makers (500) and end
users (4,000) about the technologies. On
one side is a majority of eager adopters
and on the other is a healthy minority of
holdouts – the “social skeptics.”
Eager adopters are happily diving into
social technologies at work – as
discussed in the section above,
approximately eight in 10 decision-
makers (77 percent) and seven in 10 end
users (68 percent) report using enterprise
social networking technologies. That’s a
clear majority (70 percent) of the overall
base of respondents reporting use of a
relatively new technology in the
workplace.
On the other side is the camp of social
skeptics: one in five business and IT
decision-makers (23 percent) has not
adopted social collaboration tools in the
enterprise. And of those decision-makers
who have adopted, one-quarter (24
percent) believe their social collaboration
tools waste time or distract employees
from their core jobs.
The truth is that
there is a stark
difference between
consumer social
networks and what’s
needed for
enterprise social
collaboration.
5
Successful
collaboration
strategies focus on
people, not just
technology.
Executive Summary
Social Collaboration
(47 percent), more easily collaborate with
their external customers, partners and
vendors (47 percent) and provide more
employee engagement (41 percent).
With improvements in speed, productivity
and happiness reported by a majority of
respondents using social technologies,
enterprise social collaboration appears to
be making good on its promise.
Significant opportunity in this
emerging market
 In the next 12 months,
businesses plan to shift from
using consumer-driven social
tools (e.g. Facebook, Twitter)
to enterprise social
collaboration tools (e.g.
Microsoft SharePoint,
Salesforce Chatter).
Forrester estimates the market for
traditional enterprise collaboration
solutions at $42 billion in 2012. New
social technologies and cloud delivery
models are helping the overall market
grow modestly (Forrester estimates eight
percent CAGR through 2018). Social
collaboration brings clear benefits, and
enterprise social collaboration tools are
reaching a tipping point in adoption. In the
next 12 months, more businesses plan to
adopt enterprise social collaboration tools
such as Microsoft SharePoint or
Salesforce Chatter than popular social
networks such as Facebook or Twitter.
This is the opposite of today’s adoption
rates, where use of popular social
networking technologies far outranks
enterprise social collaboration tools.
Today, consumer technologies top the list
of collaboration tools used by enterprises
that have adopted social networking
technologies, while purpose-built
enterprise collaboration technologies
round out the bottom.
that they have adopted social
collaboration tools, a meaningful number
of respondents face barriers to
implementation. More than one-quarter
(26 percent) of decision-makers say there
is a lack of training to explain how to use
such tools, and the same percentage (26
percent) report a lack of IT department
resources to implement them. And that’s
with the vast majority of IT leaders (77
percent) reporting increased or the same
IT budgets in the last 12 months.
Unsurprisingly, the “social skeptics” we
described earlier cite the highest barriers
to adoption. Of those who have yet to
adopt social networking technologies, the
majority (61 percent) believe these tools
would not help their company, and more
than half of this group (51 percent)
claimed it did not fit their corporate need.
Views from an IT advisor:
Promoting true social
collaboration requires more
than just the tools
Of course, social collaboration tools are
just that – tools. Collaboration is when a
group of people are working together to
achieve a common goal. Very little holistic
and truly effective enterprise collaboration
can happen on Facebook and Twitter.
Successful collaboration strategies focus
on people, not just technology.
Forward-looking companies should
analyze what they consider to be “social
collaboration” tools in their businesses
and look to promote true enterprise social
collaboration with the right tools to yield
faster, more productive teams.
Respondents ranked the adoption of
these technologies in the following order:
 Facebook (74 percent)
 Twitter (51 percent)
 LinkedIn (45 percent)
 Microsoft SharePoint (39
percent)
 IBM Open Connections (17
percent)
 Salesforce Chatter (12 percent)
 Yammer (11 percent)
 Jive (7 percent)
However, in the next 12 months,
decision-makers across business and IT
would prefer the reverse. Those who
have already adopted social networking
technologies, and want to use more, plan
to adopt these platforms most: Microsoft
SharePoint (23 percent) and Salesforce
Chatter (23 percent). By contrast,
Facebook (8 percent) falls to the bottom
of this look-ahead list. While Facebook
tops the list of social collaboration tools
used today, decision-makers report
concrete plans to invest in technologies
specifically designed for enterprise
collaboration in the next 12 months.
While the benefits of social collaboration
tools are many, challenges remain. Even
though the majority of businesses report
6
4. Communicate and then
communicate more. Training, user
education and change
management is just as – if not
more – crucial than the technology
deployment. End users in an
organization are never going to
know how much more efficiently
they can communicate and how
much easier they can access data
unless they know how to
appropriately use the tools.
Survey Methodology
Avanade’s survey was conducted by
Vanson Bourne, an independent specialist
in market research for the technology
sector. It surveyed:
 1,000 C-level executives, business
unit leaders, and senior decision-
makers within the IT department in
organizations of 1,000 employees
or more in the following countries:
United States, Canada, Brazil,
Austria, Belgium, France,
Germany, Italy, the Netherlands,
the Nordics, Spain, Switzerland,
the United Kingdom, Australia and
Singapore. This fieldwork was
conducted between March 13 and
April 16, 2013.
There are a few simple things an IT
organization can do to promote true
social collaboration:
1. Align technology investments
and policies with the goals of the
organization and the needs of
the end user. Enterprise social
tools must be simple and
consistent with the business.
Otherwise they can become
another source for information
overload and distraction.
2. Bring data together.
Collaboration goes beyond
communicating with one another
– it’s also about accessing
information that helps
employees do their jobs more
effectively. Ensure human
capital and data assets are not
fragmented and that there are
unified solutions to provide users
access to the information.
3. Connect your people. There is a
treasure trove of information in
the minds of the individuals who
make up an organization.
Provide tools to easily find the
people that have expertise and
then give them the ability to
easily connect via instant
message, phone, video, email,
blog, etc.
 4,000 end users in
organizations of 500
employees or more in the
following countries: United
States, Canada, Austria,
France, Germany, Italy, the
Netherlands, the Nordics,
Spain, Switzerland, the United
Kingdom, Australia, China,
Japan, Malaysia and
Singapore. This fieldwork was
conducted between January
31 and February 20, 2013.
“Collaboration Services: Deployment
Options for the Enterprise,” Forrester,
November 2012.
Executive Summary
Social Collaboration

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Social collaboration-global-study avanade

  • 1. Global Survey: Is enterprise social collaboration living up to its promise? May 2013 | Avanade
  • 2. 2 Across the board, IT and business decision-makers, along with end users, report positive outcomes from their use of social collaboration technologies in the enterprise. Executive Summary We work in a constantly changing, ever mobile work environment, which embraces new technologies, policies, stakeholders and physical work spaces. This new way of working demands a more collaborative approach to business. Companies are redesigning long-standing processes to adapt to this shift. It’s clear that social technologies play a key role in facilitating collaboration. To better understand the scope and nature of the changes in the market, Avanade conducted a global research study in April 2013, interviewing 1,000 business and IT leaders and 4,000 employees about the impact of social technologies on enterprise collaboration. Overall, research results showed a large, as-yet-unmet opportunity to fully adopt and leverage social technologies for collaboration at work. Currently the majority of IT decision-makers (87%), business leaders (67%) and end users (68%) report using enterprise social networking technologies, but most lack true enterprise collaboration capabilities. Interestingly, decision-makers reported a measurable desire to move – in the next 12 months – from more consumer-driven technologies (e.g. Facebook and Twitter) to enterprise-ready collaboration tools such as Microsoft SharePoint and Salesforce Chatter. Key findings revealed by the research study include:  Social collaboration is on the corporate agenda and the rate of new technology adoption is on the rise. [Skip to section]  Business and IT decision- makers have a false sense of accomplishment when it comes to social collaboration. [Skip to section]  Companies have a polarized view of social collaboration. Alongside a majority of eager adopters, a healthy minority of business leaders is skeptical about the real value of social collaboration tools. [Skip to section]  There is significant opportunity in this emerging market. More businesses plan to adopt social tools for enterprise collaboration in the next 12 months. [Skip to section] In a separate “Work Redesigned” survey conducted in January 2013, Avanade found that companies are 73 percent more likely to report improved sales and new customer acquisition through the use of their collaboration tools than other companies. And, the consumerization of IT has raised the expectation of employees about which social technologies they can use to connect and collaborate both inside and outside of the organization. Executive Summary Social Collaboration
  • 3. 3  The most widely used social technology for collaboration after Facebook? Twitter (51 percent).  Consumer-driven social technologies including Facebook and Twitter lack enterprise collaboration capabilities such as document storage, the ability to share best practices across teams; sharing and group editing; deep search of knowledge and experience within an enterprise; and integration with enterprise communications systems. Clearly a large majority of both decision- makers and end users believe they are using social technologies to enable enterprise social collaboration. But are they really? When asked which platforms are being used for collaborative purposes, the respondents revealed that they are adopting popular social networks such as Facebook and Twitter, and Business and IT leaders are deeply interested in how social collaboration technologies can encourage better collaboration in the workplace, but what is the reality today? How are global businesses embracing new social collaboration tools? What impact are these tools having on traditional business processes? What results are companies seeing? The following report offers a full look at findings from the most recent survey, as well as supporting data and Avanade’s point of view on the results. Social collaboration is on the corporate agenda  77 percent of business and IT leaders say their companies are currently using social collaboration technologies.  82 percent of businesses currently using social collaboration tools want to use more of them in the future. Avanade’s most recent large-scale survey on social collaboration in the enterprise reveals that the overall rate of new technology adoption at companies is increasing, and the consumerization of IT plays a huge role in driving perceptions about social collaboration. An overwhelming majority of business and IT decision-makers (96 percent) report the rate of new technology adoption at their companies is increasing or staying the same. In fact, only four percent report a decrease in the rate of adoption. And the vast majority of IT decision-makers (87 percent), business leaders (67 percent) and end users (68 percent) report using enterprise social networking technologies successfully at work. Avanade defines enterprise social collaboration as processes and tools that can power today’s mobile, dispersed and networked way of getting work done. It makes it easier for employees to stay connected, work better in teams, speed the flow of information and get more work done. This survey evaluated attitudes and adoption of social networking and collaboration technologies as a key enabler of social collaboration. Business leaders have a false sense of accomplishment in social collaboration  Those who have adopted social networking technologies reported using Facebook (74 percent) for collaboration at twice the rate of Microsoft SharePoint (39 percent), four times that of IBM Open Connections (17 percent), and six times that of Salesforce Chatter (12 percent). Executive Summary Social Collaboration
  • 4. 4 Executive Summary Social Collaboration hoping they enable social collaboration among employees. In fact, the only social platforms being used by more than half of the respondents were Facebook and Twitter. Decision-makers in particular appear to have a false sense of accomplishment when it comes to social collaboration. Those who have deployed social networking technologies reported using Facebook (74 percent) for collaboration at nearly twice the rate of Microsoft SharePoint (39 percent), four times that of IBM Open Connections (17 percent), and six times that of Salesforce Chatter (12 percent). The truth is that there is a stark difference between consumer social networks and what’s needed for enterprise social collaboration. Business and IT decision- makers believe they are enabling collaboration with social technologies, but the social technologies they report using most fall short in important areas needed for a business to effectively collaborate. Eager adopters and social skeptics offer polarizing views of social collaboration  Eager adopters are leveraging social technologies at work – approximately eight in 10 decision-makers (77 percent) and seven in 10 end users (68 percent) report using enterprise social networking technologies.  The social skeptics fall on the other end of the spectrum – one in five business and IT decision-makers (23 percent) have not adopted social collaboration tools in the enterprise. And of those decision-makers who have adopted, one-quarter (24 percent) believe their social collaboration tools waste time or distract employees from their core jobs. While time-savings and productivity are among top benefits of these tools reported by users, the top benefit across decision-makers and employees is much softer: more enjoyable jobs. So whose view is most valid? Those who embrace social networking as an automatic enabler of enterprise collaboration, or those who ignore and reject the same social tools as time- wasters? Data shows the business benefits outweigh challenges. Across the board, IT and business decision-makers, along with end users, report positive outcomes from their use of social collaboration technologies in the enterprise. These benefits come down to speed, productivity and happiness, but the ranking changes depending on who you ask. Of IT leaders, business leaders and employees, IT leaders report the greatest benefits from the use of social technologies. The 500 IT decision-makers surveyed claim the leading impact of these social technologies is to make employees’ jobs more enjoyable (66 percent). Closely following that benefit, they report employees are more productive (62 percent) and able to get work done faster (57 percent). While the top benefit reported by these decision-makers is the overall happiness of employees, what’s interesting is that end users rank speed (55 percent) and productivity (54 percent) ahead of happiness (51 percent). IT leaders assign happiness to employees at a higher rate than employees themselves are reporting. Beyond speed, productivity and happiness, IT and business decision- makers say the use of enterprise collaboration tools allow their employees to generate ideas collaboratively With all the positive perceptions about popular social networking technologies in the workplace, Avanade’s research yields polarized views among business leaders (500), IT decision-makers (500) and end users (4,000) about the technologies. On one side is a majority of eager adopters and on the other is a healthy minority of holdouts – the “social skeptics.” Eager adopters are happily diving into social technologies at work – as discussed in the section above, approximately eight in 10 decision- makers (77 percent) and seven in 10 end users (68 percent) report using enterprise social networking technologies. That’s a clear majority (70 percent) of the overall base of respondents reporting use of a relatively new technology in the workplace. On the other side is the camp of social skeptics: one in five business and IT decision-makers (23 percent) has not adopted social collaboration tools in the enterprise. And of those decision-makers who have adopted, one-quarter (24 percent) believe their social collaboration tools waste time or distract employees from their core jobs. The truth is that there is a stark difference between consumer social networks and what’s needed for enterprise social collaboration.
  • 5. 5 Successful collaboration strategies focus on people, not just technology. Executive Summary Social Collaboration (47 percent), more easily collaborate with their external customers, partners and vendors (47 percent) and provide more employee engagement (41 percent). With improvements in speed, productivity and happiness reported by a majority of respondents using social technologies, enterprise social collaboration appears to be making good on its promise. Significant opportunity in this emerging market  In the next 12 months, businesses plan to shift from using consumer-driven social tools (e.g. Facebook, Twitter) to enterprise social collaboration tools (e.g. Microsoft SharePoint, Salesforce Chatter). Forrester estimates the market for traditional enterprise collaboration solutions at $42 billion in 2012. New social technologies and cloud delivery models are helping the overall market grow modestly (Forrester estimates eight percent CAGR through 2018). Social collaboration brings clear benefits, and enterprise social collaboration tools are reaching a tipping point in adoption. In the next 12 months, more businesses plan to adopt enterprise social collaboration tools such as Microsoft SharePoint or Salesforce Chatter than popular social networks such as Facebook or Twitter. This is the opposite of today’s adoption rates, where use of popular social networking technologies far outranks enterprise social collaboration tools. Today, consumer technologies top the list of collaboration tools used by enterprises that have adopted social networking technologies, while purpose-built enterprise collaboration technologies round out the bottom. that they have adopted social collaboration tools, a meaningful number of respondents face barriers to implementation. More than one-quarter (26 percent) of decision-makers say there is a lack of training to explain how to use such tools, and the same percentage (26 percent) report a lack of IT department resources to implement them. And that’s with the vast majority of IT leaders (77 percent) reporting increased or the same IT budgets in the last 12 months. Unsurprisingly, the “social skeptics” we described earlier cite the highest barriers to adoption. Of those who have yet to adopt social networking technologies, the majority (61 percent) believe these tools would not help their company, and more than half of this group (51 percent) claimed it did not fit their corporate need. Views from an IT advisor: Promoting true social collaboration requires more than just the tools Of course, social collaboration tools are just that – tools. Collaboration is when a group of people are working together to achieve a common goal. Very little holistic and truly effective enterprise collaboration can happen on Facebook and Twitter. Successful collaboration strategies focus on people, not just technology. Forward-looking companies should analyze what they consider to be “social collaboration” tools in their businesses and look to promote true enterprise social collaboration with the right tools to yield faster, more productive teams. Respondents ranked the adoption of these technologies in the following order:  Facebook (74 percent)  Twitter (51 percent)  LinkedIn (45 percent)  Microsoft SharePoint (39 percent)  IBM Open Connections (17 percent)  Salesforce Chatter (12 percent)  Yammer (11 percent)  Jive (7 percent) However, in the next 12 months, decision-makers across business and IT would prefer the reverse. Those who have already adopted social networking technologies, and want to use more, plan to adopt these platforms most: Microsoft SharePoint (23 percent) and Salesforce Chatter (23 percent). By contrast, Facebook (8 percent) falls to the bottom of this look-ahead list. While Facebook tops the list of social collaboration tools used today, decision-makers report concrete plans to invest in technologies specifically designed for enterprise collaboration in the next 12 months. While the benefits of social collaboration tools are many, challenges remain. Even though the majority of businesses report
  • 6. 6 4. Communicate and then communicate more. Training, user education and change management is just as – if not more – crucial than the technology deployment. End users in an organization are never going to know how much more efficiently they can communicate and how much easier they can access data unless they know how to appropriately use the tools. Survey Methodology Avanade’s survey was conducted by Vanson Bourne, an independent specialist in market research for the technology sector. It surveyed:  1,000 C-level executives, business unit leaders, and senior decision- makers within the IT department in organizations of 1,000 employees or more in the following countries: United States, Canada, Brazil, Austria, Belgium, France, Germany, Italy, the Netherlands, the Nordics, Spain, Switzerland, the United Kingdom, Australia and Singapore. This fieldwork was conducted between March 13 and April 16, 2013. There are a few simple things an IT organization can do to promote true social collaboration: 1. Align technology investments and policies with the goals of the organization and the needs of the end user. Enterprise social tools must be simple and consistent with the business. Otherwise they can become another source for information overload and distraction. 2. Bring data together. Collaboration goes beyond communicating with one another – it’s also about accessing information that helps employees do their jobs more effectively. Ensure human capital and data assets are not fragmented and that there are unified solutions to provide users access to the information. 3. Connect your people. There is a treasure trove of information in the minds of the individuals who make up an organization. Provide tools to easily find the people that have expertise and then give them the ability to easily connect via instant message, phone, video, email, blog, etc.  4,000 end users in organizations of 500 employees or more in the following countries: United States, Canada, Austria, France, Germany, Italy, the Netherlands, the Nordics, Spain, Switzerland, the United Kingdom, Australia, China, Japan, Malaysia and Singapore. This fieldwork was conducted between January 31 and February 20, 2013. “Collaboration Services: Deployment Options for the Enterprise,” Forrester, November 2012. Executive Summary Social Collaboration