Everyone is talking about “Social Business” – but what does it mean and is it just the latest fad? Greater customer satisfaction, more innovation, faster access to knowledge; agile processes delivered via a people-centred organisation. These are just some of the benefits being tantalising promised by the advocates. Why wouldn’t every organisation flock to this vision of an agile, connected, transparent, people-centred and more efficient business? Hesitation is natural but every day counts in a world where social technology trends develop over weeks. Those at the forefront will gain most. There is only so long a business can wait before it is left behind. Competitors and customers will move on. Attracting new talent will become more difficult; employees become moribund. So maybe doing nothing is the new business risk?

1. Creating The Conditions
For Social Business
CBI Conference Centre, London
25th April 2011
Steve Dale
Thursday, 26 April 2012

2. What is “Social Business”
The term “social business” will become more
ubiquitous as organisations of all types and
sizes start to think of social technologies more
strategically as business tools, not just
marketing channels. And then it will eventually
become a meaningless phrase as we come to
that all business is, at its
realize
core, social.
Jen McClure, Thomson Reuters
Thursday, 26 April 2012

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Thursday, 26 April 2012

4. Enterprise Social Networks - what should
they deliver?
Immediacy Serendipity Transparency
Enable Honest and
Access to data discovery of ethical
anytime, new behaviour
anywhere, any information. through
device openness.
Source: BroadVision Inc.
Thursday, 26 April 2012

5. The Emerging Transition to Social
Business Models
20th Century 21st Century
•Non-social Interaction •Pervasive Social Interaction
•Value in Transactions •Value in Relationships
•Business Stability •Business Flux
•Well-defined Industries •Industry Transformation
•One-way Markets •Two-way Markets
•Limited Information •Information Abundance
Forces
•Resource Abundance •Ambient Communications
•Resource Constraints
Institutions •Global Information Flows
•Social Computing Communities
•Market Discontinuity
Source: Dion Hinchcliffe 2010
Thursday, 26 April 2012

6. The Power Of Social
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Source: IBM and S Mcrae www.smcrae.com
Thursday, 26 April 2012

7. Social Business Dynamics
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Thursday, 26 April 2012
A Social Business is like an organism that adapts to its environment and is thus able to consciously and frequently re-calibrate itself and the experience provided to its constituents based on
intercepted stimuli.

8. Social Business Maturity Model
Social
Island Channel Community Business
Culture Isolated Inside-out Permeable People-centric
Organisational Unaware Organic Experience-driven
Process-driven
Approach
Community Defined roles & Integrated roles &
None Informal
Management processes processes
Customer
None Push Engagement Co-creation
Involvement
Social Social CRM
Enterprise Social
None Experimental Software +
Technology Social Intelligence Integrated Web
Tools
Based on an original by Emanuele Quintareli
Thursday, 26 April 2012

9. ...but
technology
can
influence
human
behaviour!
Thursday, 26 April 2012

10. What are the
challenges?
What are the
obstacles?
Thursday, 26 April 2012

11. Seven Challenges To Effective Social
Business Implementation
1. Fear of change.
2. Command-and-control.
3. Profusion of tools.
4. Lack of integration.
5. Competition from free public social networks.
6. Compliance requirements.
7. Fit with business processes and workflows.
Thursday, 26 April 2012

12. 1. Fear of Change
2. Power & Control
Enterprise, collaboration
tools can be viewed as a
threat to individual
power, managerial
control, company tradition
and privacy.
In order for collaboration tools to really
take hold, a cultural shift must take
place.
Thursday, 26 April 2012
Kim Jung Un - North Korea
Fear of change. People are generally risk-averse. Organisations more so, after all they are accountable to shareholders and other stakeholders. “Donʼt fix it if it isnʼt broken” is the usual
mantra.
Command-and-control. Who says every organisation wants to be transparent and flexible and invite participation from every quarter? What if senior management do not want a pluralist
organisation where democracy rules?

13. 3. Profusion of tools
In a creative economy it
is only the self-selection
of the best tools that
more productive work
can be assured.
Source: Harold Jarche
Thursday, 26 April 2012
Profusion of tools. The explosion of social software tools is a source of great innovation, but also a lot of confusion. Organisations can easily end up with several enterprise social networks
used by different teams or departments, or for different purposes, along with social applications for purposes such as project management or employee recognition, each coming with their
own user profiles and activity steams and notions of how connections are formed.

14. 4. Lack of Integration
Knowledge workers spend up
to 30% of their time each day
looking for data. Source: Butler Group
50% of employee searches for
specific data fail to find the
data. Source: IDC
Static intranets and e-mail are not effective
for helping employees find the information
they are looking for.
Thursday, 26 April 2012
Lack of integration. A legacy patchwork of IT solutions that have only ever been superficially integrated and where every application has a threshold of “good enough” integration to make the
system usable but never quite perfect.

15. 5. Competition from free public social
networks
More than a third of
enterprise employees
are working outside
the firewall and
need tools that keep
them connected with
their peers and
business applications.
Source: Forrester
Thursday, 26 April 2012
Competition from free public social networks. Staff will inevitably compare their experience on an enterprise social network with the one they enjoy on consumer sites such as Facebook. This
can be a problem if the enterprise experience suffers by comparison by being awkward to navigate, frustrating to use, or missing important features.

16. 6. Compliance Requirements
Social technology tools are being
used in the workplace which lack
the security and integration an
enterprise requires.
Organisations must incorporate collaboration platforms
holistically, as a long-term, strategic investment. They
must meet the security standards and integrate within
the corporate environment.
Source: tibbr
Thursday, 26 April 2012
Compliance requirements. Regulated industries such as financial services and healthcare must pay particular attention to whether an enterprise social network meets compliance
requirements such as data archiving. Moreover, they might tend to see more risk than benefit in a technology that makes it easy to share information widely when they have a responsibility
to keep some categories of information under tight control.
Different people within the organisation have access to different kinds of information. Companies need the ability to grant access appropriately, creating information hierarchies if necessary.
Collaboration technology must provide administrative control over the network, including user and group management.

17. 7. Fit with business processes and
workflows
There is a growing need for applications that
are always “in sync” and available anytime,
anywhere, any device.
Thursday, 26 April 2012
Fit with business processes and workflows. Enterprise social software should ultimately make business and work processes more efficient and adaptable to a fast-changing environment
(internal or external). How will improved knowledge flows and opportunities for collaboration and co-production be channelled into the existing business/work processes?

18. The Reality
Despite significant
and ongoing
investment in
enterprise social
technologies, there
has only been 12%
adoption with the
overall workforce.
Source: Gartner
Thursday, 26 April 2012

19. What can we learn?
Enterprise organisations will pay increased
attention to the people who make collaboration
possible and profitable.
“We’ve really underinvested in
support of these knowledge
workers that drive 80% of the
intellectual property and
innovation in a lot of companies”.
Craig Le Clair, Forrester.
Thursday, 26 April 2012

20. ...and finally, how to avoid
that “Kodak” moment
1. Make your workforce the centre of your organisation.
An enterprise social network takes an organisation of talented
individuals and gives them tools to work as one.
2. Create one space for all.
Bringing your internal activity into a social workplace is a great
way to keep everyone in your company connected.
3. Identify the pinch points and blockages - and work around
them.
Don’t waste time and effort on people and processes that can’t or
won’t change.
4. Encourage consumer/customer participation
Build direct relationships. Co-design products and services.
5. Measure the right things.
But remember - not everything that counts can be counted.
6. Agile is the new black
Digital Dawinism is the evolution of consumer behaviour when
society and technology evolve faster than your ability to adapt.
(Brian Solis)
Thursday, 26 April 2012
Make your workforce the centre of your organisation.
An enterprise social network takes an organisation of talented individuals and gives them tools to work as one. The companyʼs success is fuelled by employee interaction, conversations, and
collaborative work. Thanks to enterprise social software, you can build a company where employees work as one, using transparency and collaboration.
Create one space for all.
Bringing your internal activity into a social workplace is a great way to keep everyone in your company connected. Often the enterprise social network is the one place where Sales and
Marketing can live in harmony. A company or private social network provides a place where teams share important information, identify company experts, and collaborate on projects. It
becomes an all-in-one collaborative workspace for your companyy.
Intranets, on the other hand, lack the social networking tools such as activity streams, messaging, and quick posting that are
critical to collaborative work. Even if companies want and push teams or departments to collaborate, ultimately they find that
their Intranet is not conducive to building a company-wide community.

21. Email:
steve.dale@collabor8now.com
Twi8er:
@stephendale
Twi8er:
@collabor8now
Profile:
h8p://about.me/stephendale
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Thursday, 26 April 2012