Apidays New York 2024 - Scaling API-first by Ian Reasor and Radu Cotescu, Adobe
Social Business Design: The Enterprise is Dead. Long Live the Enterprise!
1. Social Business Design
The Enterprise is Dead. Long Live the Enterprise!
A Focused Enterprise for a Networked Economy
E2.0 2009
@jeffdachis
jeff@dachisgroup.com
http://www.dachisgroup.com
2. Le Enterprise Est Mort, Vive Le Enterprise!
® 2009 Dachis Group. Confidential and Proprietary 2
3. 15 years of Technology Transformation
® 2009 Dachis Group. Confidential and Proprietary 3
4. Social Business Design | November 4, 2009
Everything that can be digital, will be.
® 2009 Dachis Group. Confidential and Proprietary 4
5. Social Business Design | November 4, 2009
Exciting times
® 2009 Dachis Group. Confidential and Proprietary 5
6. Social Business Design | November 4, 2009
Interesting times
® 2009 Dachis Group. Confidential and Proprietary 6
7. Social Business Design | November 4, 2009
We have all been there.
® 2009 Dachis Group. Confidential and Proprietary 7
8. The Song Remains the Same
The Promise of Nothing New
® 2009 Dachis Group. Confidential and Proprietary 8
9. Social Business Design | November 4, 2009
Business is based on
People, Process, and Technology Systems
• The enterprise wants to provide and receive value
• The enterprise wants people to want to be involved
and invested where they spend their time
• The enterprise wants a process that encourages
people to be involved and values their contribution
• The enterprise wants systems that enable people
to be involved in a process so they can most
efficiently provide and receive value.
® 2009 Dachis Group. Confidential and Proprietary 9
10. The Enterprise Is The Business
® 2009 Dachis Group. Confidential and Proprietary 10
11. Social Business Design | November 4, 2009
The Enterprise is not IT.
• The Enterprise is made up of the People, Processes,
and Technology Systems that are used to exchange
value in every area of the business.
- Stop focusing on only IT.
- You are missing 2/3 of the picture.
® 2009 Dachis Group. Confidential and Proprietary 11
12. Social Business Design | November 4, 2009
The Enterprise is ALL of the business
.
• The Enterprise represents ALL parts of a businesses
- Employees
- Customers
support
content ecosystem
- Shareholders commerce ecosystem
services
- Business Partners
- Suppliers
developer application
ecosystem ecosystem
- Distributers
cloud services
products
supply chain ecosystem
® 2009 Dachis Group. Confidential and Proprietary 12
13. Social Business Design | November 4, 2009
People, Process, and Technology Systems
have not yet adapted...
® 2009 Dachis Group. Confidential and Proprietary
13
14. Social Business Design | November 4, 2009
....While the shape of the Enterprise has changed
® 2009 Dachis Group. Confidential and Proprietary
14
16. Social Business Design | November 4, 2009
Our world is truly getting wired
Source: Nielsen
® 2009 Dachis Group. Confidential and Proprietary
17. Social Business Design | November 4, 2009
The wires are getting faster
Source: Pew Internet & American Life Project, July 2008
® 2009 Dachis Group. Confidential and Proprietary
18. Social Business Design | November 4, 2009
IT consumerization is upon us
® 2009 Dachis Group. Confidential and Proprietary
19. Social Business Design | November 4, 2009
Consumer web apps proliferate
® 2009 Dachis Group. Confidential and Proprietary 19
20. Social Business Design | November 4, 2009
We buy supercomputers at the mall
Source: Apple
® 2009 Dachis Group. Confidential and Proprietary
21. Social Business Design | November 4, 2009
And provide access to everyone...
Source: One Laptop Per Child
® 2009 Dachis Group. Confidential and Proprietary
22. Social Business Design | November 4, 2009
We share opinions on everything
Source: antigone78 on Flickr
® 2009 Dachis Group. Confidential and Proprietary
23. Social Business Design | November 4, 2009
Cloud computing is a reality
® 2009 Dachis Group. Confidential and Proprietary
24. Social Business Design | November 4, 2009
Work demands an “always on” mentality
® 2009 Dachis Group. Confidential and Proprietary
25. Social Business Design | November 4, 2009
Social technologies keep us informed
Source: McKinsey & Company
® 2009 Dachis Group. Confidential and Proprietary
26. But not so fast...
® 2009 Dachis Group. Confidential and Proprietary
27. Social Business Design | November 4, 2009
Consumers are increasingly skeptical
Source: Edelman
® 2009 Dachis Group. Confidential and Proprietary
28. Social Business Design | November 4, 2009
Participation isnʼt scalable...
® 2009 Dachis Group. Confidential and Proprietary 28
29. Social Business Design | November 4, 2009
...because individuals donʼt scale
® 2009 Dachis Group. Confidential and Proprietary 29
30. Social Business Design | November 4, 2009
People are people
Source: CarbonNYC on Flickr
® 2009 Dachis Group. Confidential and Proprietary 30
31. Social Business Design | November 4, 2009
Communication remains largely unidirectional
® 2009 Dachis Group. Confidential and Proprietary
32. Social Business Design | November 4, 2009
Work still happens in silos
® 2009 Dachis Group. Confidential and Proprietary
33. Social Business Design | November 4, 2009
We have endless point solutions not platforms
® 2009 Dachis Group. Confidential and Proprietary
34. Social Business Design | November 4, 2009
Businesses are overloaded with data
® 2009 Dachis Group. Confidential and Proprietary
35. Social Business Design | November 4, 2009
How will you govern?
Source: Ambidanze on Flickr
® 2009 Dachis Group. Confidential and Proprietary
36. Social Business Design | November 4, 2009
What policies do you have in place?
® 2009 Dachis Group. Confidential and Proprietary
38. Social Business Design | November 4, 2009
The industrial economy has evolved and requires
some fresh thinking to realize its potential. Today, we
live in a network economy. We need a network centric
organizational model.
dachisgroup.com
® 2009 Dachis Group. Confidential and Proprietary 38
39. Social Business Design | November 4, 2009
A shift towards social business
New distributed, collaborative, and agile organizations are able to surpass
current barriers to growth in order to create new value
® 2009 Dachis Group. Confidential and Proprietary
41. Social Business Design | November 4, 2009
An organizational framework for doing
business in a networked economy
• Social Business Design is the
intentional creation of socially
calibrated and dynamic business
systems, process and culture.
® 2009 Dachis Group. Confidential and Proprietary 41
42. Social Business Design | November 4, 2009
An organizational framework for doing
business in a networked economy
• The Goal: Enhanced value
exchange among constituents
with Improved and emergent
business outcomes
® 2009 Dachis Group. Confidential and Proprietary 42
43. The Archetypes of Social Business Design
® 2009 Dachis Group. Confidential and Proprietary 43
44. Social Business Design | November 4, 2009
Four Archetypes for
Social Business Design
® 2009 Dachis Group. Confidential and Proprietary
45. Social Business Design | November 4, 2009
Ecosystem
dachisgroup.com
From Disparate Silos To Connected Nodes
® 2009 Dachis Group. Confidential and Proprietary
46. Social Business Design | November 4, 2009
A network of nodes and connections
Source: ethorson on Flickr
® 2009 Dachis Group. Confidential and Proprietary
47. Social Business Design | November 4, 2009
Core and Extended
Extended
Core
® 2009 Dachis Group. Confidential and Proprietary 47
48. Social Business Design | November 4, 2009
Ecosystem (connection systems)
- An expanded constituent
base including core and
extended
- A robust, integrated network
of nodes and connections
- A holistic technology
architecture dachisgroup.com
- Strong and weak ties
- Active and ambient
awareness
From Disparate Silos To Connected Nodes
® 2009 Dachis Group. Confidential and Proprietary
49. Social Business Design | November 4, 2009
Hivemind
dachisgroup.com
From Hoarding To Collaborating
® 2009 Dachis Group. Confidential and Proprietary
50. Social Business Design | November 4, 2009
A primary social calibration
Source: Larry Tomlinson on Flickr
® 2009 Dachis Group. Confidential and Proprietary
51. Social Business Design | November 4, 2009
Hivemind (culture)
- A primary social calibration
- Active Participation
- Active Engagment
- Active Involvement
dachisgroup.com
From Hoarding To Collaborating
® 2009 Dachis Group. Confidential and Proprietary
52. Social Business Design | November 4, 2009
Dynamic Signal
dachisgroup.com
From Static To Dynamic -
“Communication as work, not for work”
® 2009 Dachis Group. Confidential and Proprietary
53. Social Business Design | November 4, 2009
Dynamic signal
• real-time communication
• human and machine signals
• signals from relevant transmission points
• updates on location
• monitors and acts upon signals of others
® 2009 Dachis Group. Confidential and Proprietary
54. Social Business Design | November 4, 2009
® 2009 Dachis Group. Confidential and Proprietary
55. Social Business Design | November 4, 2009
Dynamic signal (communication process)
- Dynamic real time signals
of all nodes in the dachisgroup.com
ecosystem
- A new mode of
transparent authorship
and ownership
- Creates efficiencies
From Static To Dynamic -
“Communication as work, not for work”
® 2009 Dachis Group. Confidential and Proprietary
56. Social Business Design | November 4, 2009
Metafilter
dachisgroup.com
From Filter Failure To Clear Signals
“Finding meaning in all the noise”
® 2009 Dachis Group. Confidential and Proprietary
57. Social Business Design | November 4, 2009
Diverse data sets need context
Source: Nicolas Felton 2007 Annual Report
® 2009 Dachis Group. Confidential and Proprietary
58. Social Business Design | November 4, 2009
® 2009 Dachis Group. Confidential and Proprietary
59. Social Business Design | November 4, 2009
Analyze for meaning
Source: Nielsen Online
® 2009 Dachis Group. Confidential and Proprietary
60. Social Business Design | November 4, 2009
Classify and focus the analysis
“Reasons I am frustrated with
the general public: 1. Everyone is
running around like a chicken with
their head cut off talking about the
&*%$ swine flu...” 2009-04-30
Mainstream pharmacy
sites repost press release:
“US Swine Flu Deaths Hit
Double Digits.” 2009-05-21
Source: Nielsen Online
® 2009 Dachis Group. Confidential and Proprietary
61. Social Business Design | November 4, 2009
Metafilter (filter, measure)
- Filter, tag sort dachisgroup.com
- Define constructs for
measurment
- Analyzing for meaning
- Define relevance
- Amplify relevance
From Filter Failure To Clear Signals
“Finding meaning in all the noise”
® 2009 Dachis Group. Confidential and Proprietary
63. Social Business Design | November 4, 2009
A hiveminded, dynamically signaling,
metafiltered ecosystem will perform
exponentially better.
® 2009 Dachis Group. Confidential and Proprietary 63
64. Social Business Design | November 4, 2009
We are all working hard, but lets work smarter
• Eliminate the duct tape and bubble gum
• Focus on People, Process, and Technology
• Create an overarching plan:
- Systems Architecture (holistic and agnostic)
- Cultural Change Management
- Process Evaluation and Reorganization
- Governance, Leadership, Accountability, Investment and return
- Measurement strategy- measure the right things
® 2009 Dachis Group. Confidential and Proprietary 64
65. Social Business Design | November 4, 2009
Social business design applied
® 2009 Dachis Group. Confidential and Proprietary 65
66. Social Business Design | November 4, 2009
Why Social Business Design?
Improved
= &
+ Emergent
Outcomes
•Adaptable business practices •Cost savings and efficiencies
•Improved collaborative processes •Informed social marketing strategies
•Customer growth, retention and sustainability •New product & service offerings/innovations
•Expansion into new markets
® 2009 Dachis Group. Confidential and Proprietary 66
67. How ready are you for social business?
® 2009 Dachis Group. Confidential and Proprietary 67
68. The Enterprise is dead. Long live the Enterprise!
® 2009 Dachis Group. Confidential and Proprietary 68
Depending on your perspective, the un-tethering of workers has also changed the mentality we bring to the job. “Going to the office” is no longer a 9 am - 5 pm, 5 days a week pattern for most people. Today’s information workers are always-on, connected by a combination of emerging technologies.
Social business efforts often end up living in isolation.
All organizations will deal with Governance issues.
When ESPN announced they would be rolling out guidelines for employee Twitter usage that stipulated direct benefit to ESPN, it created more confusion.
The social business ecosystem consists of nodes both animate and inanimate and the strength of their interconnections. At a micro-level, departments, customer segments, and local area networks remain. At a macro-level, the network can be mapped to illustrate how the business functions as part of a system comprised of dozens, hundreds, or even thousands of smaller ecosystems.
Hivemindedness can be measured by assessing levels of collective awareness,engagement, and participation. A social inclination resides within a company’s culture and tempers planning, decision-making, and work output. Employees approach work with a social mindset; customers expect dialogue and engagement; suppliers anticipate collaboration towards common goals. The hivemind makes decisions and receives continuous reinforcement through business interactions.
Dynamic Signal Signals produced from all points are considered potentially relevant - authority is not dependent on hierarchical status, but on goal relevance. Technology gives consumers the ability to author, own, and transmit signals, validated by search engines for relevance. In response, businesses respond to the dynamic information flow produced by constituents. The strength of a dynamic signal can be measured at transmission points and subsequently analyzed to drive business activity in response.
Dynamic Signal Signals produced from all points are considered potentially relevant - authority is not dependent on hierarchical status, but on goal relevance. Technology gives consumers the ability to author, own, and transmit signals, validated by search engines for relevance. In response, businesses respond to the dynamic information flow produced by constituents. The strength of a dynamic signal can be measured at transmission points and subsequently analyzed to drive business activity in response.
Increasingly, users are becoming used to experiences which allow them to signal in real time vs. sending messages which can end up static, buried at the bottom of an in-box. Ecosystems such as Linked In, Facebook, Twitter and Yammer all support early signs of dynamic signaling.
Metafilter Information needs to be segmented into meaningful and manageable sets. What’s important to one person may be meaningless to another, but they must be able to work with a parts smaller than the whole. This approach allows for parallel processing of information so insight can be made actionable, faster. Filtering, tagging, and sorting data and measuring its impact produce opportunities for value capture buried deep in data sets.
Voting applications allow companies to crowdsource ideas but encouraging users to submit new product and service ideas. The community votes on these submissions, allowing companies to see what’s most popular with their fans and potentially take action. Users are generally rewarded with recognition, for example points, rather than any sort of monetary incentive. Other good examples of voting applications are Dell’s Ideastorm and My Starbucks Idea.