Idc research on anz enterprise social nzspc

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Social For Enterprise
Understanding evolution of Social in
Enterprises – ANZ
June 2012

Copyright IDC. Reproduction is forbidden unless authorized. All rights reserved. 2
Table of contents
Research Scope
Executive Summary
Enterprise View
LOB Perspective
IT Perspective
Conclusion & Recommendations
Appendix – Survey Demographics

Research scope
What this study entails
3

Research scope
4
Geography
Sample Size
(# of respondents)
 Clusters
• ASEAN (Singapore, Philippines, Malaysia, Indonesia & Thailand)
• ANZ (Australia & New Zealand)
• Korea
Target
Respondents
 Respondent Category
• Quantitative Research – LOB & IT Decision makers & Influencers in
MNCs with PC installed base greater than 500 in APAC
 Countries Sample Size
ANZ 151
Singapore + ASEAN 151
Korea 50
Methodology
 Schedule May – June 2012
 Survey Instrument Phone Survey

Executive Summary
Summary of key research findings
5

Executive Summary
6
1
Almost three quarters of companies in ANZ will have enterprise social networks in place within
18 months. Of those who won‟t, company policies barring the use of social networks from
work is the main barrier.
2
Many different tools are on the wish list for enterprise social networking, but “traditional” tools
are still the most important (IM, email). But the use case for ESN will expand rapidly in the
next 24 months.
3
Collaboration is still the name of the game. Most companies see ESN as an important tool for
better employee collaboration and information sharing, for company transformation and
employee morale. But only half see ESN as a means to increase productivity.
4
Integration is seen as extremely important. All agree that integration between social tools and
CRM. BI, UC and media tablets are important and IT managers are very focused on
integration with existing IT infrastructure.
5 Whereas all agree that integration is important, LOBs don‟t see their IT departments as being
proactive in this area.
6
More than a quarter of LOBs do not directly involve the IT department in the buying process
for Internet-based tools. Only 20% ask the IT department to implement these tools for them.
So although IT departments are seen as very important in driving ESN on a strategic level,
they appear less important in the actual adoption and use of social tools.
7
Overall, Microsoft is seen as the vendor offering the most complete set of social tools,
followed by Cisco and Google. Other pure cloud and Internet based solution providers score
very low – including Salesforce Chatter.

Apr-13© IDC
Why so high ESN adoption?
“By „enterprise social
network‟, we mean the use of
software and services as a
means to facilitate
communication and collaboration
internally among employees or
externally with customers and
partners, with a focus on
accomplishing business-related
tasks.”
• Definition intentionally broad
– no „behind the firewall‟
requirement.
• Some would call IM and
email „social‟.
• Some would include „official‟
use of consumer grade
social tools.
 Much of the current adoption
is perhaps not „enterprise
grade‟.
7

Enterprise View
Understanding important tools, drivers and constraints for adoption
8

Current adoption of ESN
52%
have an ESN network in place
22%
are planning to adopt one within 18 months
26%
have No plans
9
S5. Does your organization currently have an enterprise social network in place
ESN adoption is quite high with more than half having an ESN in place. 26% have no plans – mostly
because they have policies banning the use of social networks in the workspace (see slide 17).
N = 265

Preferred and top 3 ESN tools used
10
Q1. When you think about enterprise social networking, what kinds of communications and collaboration tools do you believe it should include? Please tick the ones
you think are important for your organization. [MR]
Q1A. Amongst the communications and collaboration tools you selected, what are the TOP 3 most important tools that should be included as part of enterprise social
network? [TOP 3] (Weighted Average)
Email and Instant Messaging are still the cornerstones of ESN but voice (through UC) is also important.
62%
64%
67%
74%
75%
75%
79%
82%
85%
92%
96%
Microblogging
Video uploads (like YouTube)
Company social networks
Community/team sites
Employee news/activity
streams
Company/intranet search
Document and file sharing
Discussion forums
Unified communications
Email
Instant messaging
Preferred ESN Tools
7%
8%
32%
Email Unified
communications
Instant
messaging
ESN Tools
N = 151

Usage of consumer type social tools
11
Not surprisingly, IM and video conferencing are the most used consumer type social tools – probably driven
by Skype, Yahoo! Messenger and Windows Live Messenger. But file sharing and external social networks
(Facebook etc.) are also widely prevalent.
1%
43%
79%
81%
83%
90%
Other
Microblogging
External social networks
Document and file sharing
Video conferencing
Instant messaging
Usage of consumer type Social tools in
Enterprises
83%
use Video
Conferencing
90%
use Instant Messaging
N = 151
Q2. As far as you know, which of these CONSUMER TYPE social tools are currently being used for work purposes in your company? [MR]

ESN usage behavior
12
Q3. Do you currently use or plan to use social tools or services for following purposes in your organization? [SR] – Sorted by “Use Now”
Q3a. Which social tools (brand or product) do you mostly use for these purposes?
Collaboration is the main purpose for ESN usage, with little or no use for BPM. But all usage areas will see
high growth in the next 24 months – especially internal knowledge sharing.
19%
18%
18%
11%
18%
20%
5%
11%
7%
5%
38%
42%
38%
55%
35%
39%
56%
47%
43%
34%
34%
29%
32%
19%
32%
25%
22%
23%
25%
34%
10%
11%
12%
15%
15%
16%
17%
20%
25%
27%
Business Process Management
Internal Onboarding HCM
Collecting feedback and insight from
consumers social sites
Communicating with partners and customers
Ideation & Innovation Mgmt
Customer care
Internal knowledge sharing
Collaborating with partners and customers
Internal Training & Learning Mgmt
Internal collaboration
Primary usage of ESN tools in the Enterprises
No Plans Plan to use in 6 - 24 months Plan to use within 6 months Use Now N = 151

ESN usage behavior – ranked by
adopting plans
13
Q3. Do you currently use or plan to use social tools or services for following purposes in your organization? [SR] – Sorted by “Use Now”
Q3a. Which social tools (brand or product) do you mostly use for these purposes?
Internal knowledge sharing, communication with partners and customers and BPM will be the biggest focus
areas for social tool adoption in the next 24 months.
20%
18%
7%
5%
11%
18%
18%
19%
11%
5%
39%
35%
43%
34%
47%
38%
42%
38%
55%
56%
25%
32%
25%
34%
23%
32%
29%
34%
19%
22%
16%
15%
25%
27%
20%
12%
11%
10%
15%
17%
Customer care
Ideation & Innovation Mgmt
Internal Training & Learning Mgmt
Internal collaboration
Collaborating with partners and customers
Collecting feedback and insight from
consumers social sites
Internal Onboarding HCM
Business Process Management
Communicating with partners and customers
Internal knowledge sharing
Primary usage of ESN tools in the Enterprises
No Plans Plan to use in 6 - 24 months Plan to use within 6 months Use Now N = 151

ESN usage drivers – Internal
14
Q4. How valuable do you think social tools and social platforms are for achieving these goals within your organization? Please rate on a scale from 1-
4, with 1 meaning "Least valuable" and 4 meaning "Most valuable". [SR PER ROW] – Sorted by Sum (3:4)
Most companies see ESN as an important tool for better employee collaboration and information
sharing, for company transformation and employee morale. But only half see ESN as a means to increase
productivity.
38%
30%
31%
23%
27%
23%
20%
22%
18%
15%
11%
42%
51%
46%
52%
54%
64%
53%
58%
61%
60%
64%
10%
16%
21%
20%
19%
11%
23%
18%
19%
25%
25%
Increased Employee Productivity
Better problem solving
Search for information, people and skill sets
within the organization
Cost savings on travel, traditional conference
services etc.
Capturing and storing ideas and content
expressed and created by staff
Improving work flow and business processes
Connecting a disparate workforce
More engaged and satisfied employees
Transform our company culture to leverage and
embrace modern
Better information sharing
Better employee collaboration
ESN Usage Drivers – Internal
1 - Least Important 2 3 4 - Most Important
N = 151

ESN usage drivers – External
15
Q4. How valuable do you think social tools and social platforms are for achieving these goals within your organization? Please rate on a scale from 1-
4, with 1 meaning "Least valuable" and 4 meaning "Most valuable". [SR PER ROW] – Sorted by Sum (3:4)
ESN is seen as an important way to achieve all the goals we prompted for – especially as a way to better
communicate with partners and customers. This could reflect that companies are more focused on
communicating than collaborating with partners.
3%
5%
2%
5%
27%
21%
19%
15%
10%
61%
60%
62%
58%
50%
10%
15%
17%
23%
38%
Better collaboration with business partners
Analyze patterns among group of users
interacting in social sites
Collecting ideas and feedback from customers
consumers
Better customer experience
Better communication with business partners
and customers
ESN Usage Drivers – External 1 - Least Important 2 3 4 - Most Important
N = 151
3%

Importance of ESN & Voice, Video and
Mobile device integration
16
Q5. How important is it to be able to extend, connect or integrate social tools to the following devices and applications? Please rate on a scale from 1-
4, with 1 meaning "Least important" and 4 meaning "Most important". [SR PER ROW]
Voice and video integration is seen as very important – most notably for systems and larger screen devices
(tablets). Respondents are divided when it comes to video and voice integration on mobile handsets.
-43%
-16%
-15%
-14%
-11%
57%
84%
85%
86%
89%
Integration of ESN with..
Media Tablets
Unified Communications Systems
Company Phone Systems
Video Conference Systems
Mobile Devices
5 19
82
45
5 16
73 57
3
62 72
14
1 2 3 4
4 18
104
25
(1 = Least important; 4 = Most important)
1
16
81
53
Important
3 + 4
Not Important
1+2
N = 151

Importance of ESN & Application
integration
17
Integration with other enterprise SW is seen as very important and so is integration with external social
networks and services. But having all social tools integrated into one use interface appears less important.
-63%
-23%
-17%
-15%
-13%
37%
78%
83%
85%
87%
Integration of Social tools with..
Enterprise systems such as CRM and
ERP
Business analytics
Productivity suites
Internal social tools and external services
such as Facebook and Twitter
Different social tools
4 21
75
51
4 18
89
40
4 16
111
20
16
79
43
13
1 2 3 4
7
27
85
32
Q6. On a scale from 1 to 4, where 1 being least important and 4 being most important, how important are the following?
N = 151
Important
3 + 4
Not Important
1+2

ESN adoption concerns
18
Q7. What are your main concerns when it comes to implementing a social enterprise solution in your company? Please choose the TOP 3 items that
are of most concern. (TOP 3) (Weighted Average)
The “usual suspects” are the main concerns for ESN adoption: Cost, governance and security. Cost is the
main concern for both IT and LOB as is governance & compliance. LOBs are even more concerned about
security than IT.
1%
2%
3%
8%
12%
13%
14%
16%
31%
Ability to build custom applications
that can support the unique use…
Our company culture is not yet
ready to leverage/embrace…
Integration into existing systems
Sensitive information can be
leaked though employee conduct
Lack of control
Compliance
Security
Governance
Cost
Main Concerns with ESN Implementation
N = 151
For 31%
Cost is the
topmost
inhibitor

Barriers to ESN adoption
19
S6. What are the TOP 3 reasons for not planning to develop or buy an enterprise social network in your organization? [TOP 3] (Weighted Average)
Many companies are still completely adverse to the idea of ESN. IT departments in particular still think that
ESN would be a waste of company resources and that employees wouldn‟t use them. About 26% of
companies overall had not plans for ESN adoption in the next 18 months
0%
8%
9%
10%
12%
15%
19%
27%
The ROI for deploying and using
social networks inside…
Ad-hoc use of free Internet-based
social networks are sufficient
Email and telephones are sufficient
for us to collaborate internally
Current solutions are too insecure
Enterprise social networks are too
new
Our employees wouldn't use it
It's a waste of company resources
We don't want to allow social
networks of any kind in the work…
Reasons against ESN adoption
N = 54
27%
do not allow
ESNs*
*Base: companies that responded “No
plans to implement ESN” in S5

ESN decision makers
20
S7. In your opinion, who creates the strategy for the use of social tools in your organization? [MR]
ESN adoption is still driven by IT and senior management. Lines of business respondents attribute some
importance to sales and marketing and there does seem to be some mismatch between strategy
formulation and social tool adoption.
IT department/
CIO
90%
Senior
Management
85%
Sales
5%
Marketing
5%
Others
1%
ESN Decision Makers
N = 151

ESN brand/vendor preference - Overall
21
Overall, Microsoft is seen as having the most complete set of social tools and more than a third had
Microsoft as the first choice (IBM 4th). Apart from Google, web and cloud based vendors had single digit
scores, led by Facebook with 8%. Salesforce Chatter only got 2%..
N = 352
18%
prefer Cisco
16%
prefer Google
26%
prefer Microsoft
Q8. When it comes to Social Enterprise Solutions, which of the following software offer the most complete set of social tools? Please choose the TOP 3
brands/ products? (Weighted average)
8%
prefer Facebook
2%
prefer Jive
2%
prefer Newsgator
1%
prefer Yammer

LOB Perspective
Adoption of enterprise social tools
22

LOB ESN decision making
23
More than a quarter of LOBs do not directly involve the IT department in the buying process for Internet-
based tools. Only 20% ask the IT department to implement these tools for them.
5%
5%
20%
23%
48%
I generally don't ask or notify our IT
department
We have not purchased Internet based
social tools
I ask our IT department to implement
the tools for me
I inform the IT department but don't wait
for their approval before using the tools
I ask for permission before using any
such tools
ESN decision making – LoB perspective
N = 61
LOB1. What best describes your dialogue with your IT department when you decide to buy or subscribe to Internet-based tools such as social
networks, instant messengers etc. for work use? [SR]

Reasons for using consumer type tools
24
LOB2. What best describes your reason for using free consumer type tools? [MR]
The main reasons for adopting Internet-based, consumer type tools are cost and the fact that the IT
department can be circumvented. User friendliness and familiarity also play key roles.
21%
36%
41%
54% 56%
62%
70%
I would use an
enterprise solution
instead if it were
available
They allow us to
connect with
partners and
customers
They look better
than similar
enterprise
platforms
They are more
intuitive to use
than similar
enterprise
platforms
We use them
because our
employees use
them for personal
purposes
We can use them
without involving
our IT department
They are cheaper
than similar
enterprise
solutions
Reasons for using Consumer type tools
N = 61

LOBs perception of IT and social tools
25
LOB3. In your view, what best describes your IT department's attitude towards social tools? [SR]
IT departments are generally seen as helpful and proactive in implementing social tools. But few see the IT
department taking initiative for integration with CRM, BI and UC. This is in stark contrast with how important
such integration is (see slide 15).
3%
5%
7%
7%
16%
28%
34%
They are too slow in implementing social tools and services
They always say "no"
They implement tools that no one uses
They take initiative to ensure that other tools such as
CRM, UC, BI, Portals are integrated with the social tools
They actively ensure that the tools comply with our company's
policies for security, compliance and governance
They implement social tools - but the initiative is taken by the
business units
They take the initiative to implement new social tools
IT department's attitude towards ESN tools
N = 61

IT Perspective
Adoption of enterprise social tools
26

Organization‟s readiness for social
27
IT1. Is your organization more inclined to adopt new social software, or to implement a solution that leverages existing investments/infrastructure? [SR]
Companies are split on how to adopt social software. Roughly 50% are inclined to adopt new tools and
50% are inclined to leverage existing IT investment to some extent.
N = 90
Adopt new
social
software
53%
Leverage
existing IT
investment
29%
A mix of
both
18%

Integration need of ESN with existing
infrastructure
28
IT2. How critical is it to have your social networking tools integrated with your existing infrastructure? [SR]
Integration of social networking tools with existing IT infrastructure is seen as important. This is in line with
the importance placed on integration with other SW tools and services such as CRM, BI and UC.
12%
63%
21%
3%
Not importantSomewhat importantExtremely importantAbsolutely essential
Need of ESN Integration with existing
Infrastructure
N = 90
87%
say integration is
“Important”

Thank You
Shoot Us An Email at:
Harish Taori: htaori@idc.com
Claus Mortensen: cmortensen@idc.com
IDC is the premier global provider of market
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learn more about IDC by visiting www.idc.com

Appendix - Survey demographics
Enterprise details
30

Survey demographics
31
6%
22%
62%
11%
10,000 or more 5000-9999 1000-4999 1-999
Total Employees
10%
30%
1%
1%
2%
5%
19%
32%
Do not know
Refused
<$100,000
$1 million to <$10 million
$50 million to <$100…
$100 million or more
Enterprise Revenue Distribution
7%
8%
9%
74%
Finance
Administration/Executive
Production/Operations
Information Technology
(IT)/MIS
Respondent's Department
Discrete
Manufacturing
5%
Retail &
Wholesale
6%
Financial
Services
6%
Telco
6%
Distribution &
Logistics -
Transportation
Services
7%
Banking
8%
Others, please
specify
11%
Process
Manufacturing
11%
Professional
Services
13%
Education
19%
Industry Distribution
N = 151

Survey demographics
32
0%
30%
70%
<500 PCs 500 - 1000 PCs >1000 PCs
PC distribution
68%
32%
0%
I have decision making authority on
IT Solution purchasing decisions
I do not have decision making
authority but I influence IT Solution
purchase decision making
I do not have decision-making or
influencing authority
IT Solution Purchase Decision Making
0%
3%
5%
13%
13%
19%
46%
I do not have decision-making
authority
Business Decision Maker: I have the
decision making authority for the…
decision making authority for…
decision making authority for a…
IT Decision Maker: I have decision
making authority for a team within…
decision making authority for my…
IT Decision Maker: I have the
decision making authority for IT…
Respondent Decision Making Authority
Countrywide
70%
Regional
30%
PC Distribution: Country vs. Region
N = 151

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