1. Getting Social: A 5 Step Road Map to Becoming
a Social & Collaborative Enterprise
Andrew Bishop
Principal Consultant
Jacobs (formerly Unique World)
@andrewbish
andrew.bishop@uniqueworld.net
www.uniqueworld.net

2. About Jacobs
Jacobs is a leading enterprise collaboration consultancy. We work with
Australia’s major enterprises to connect people to people and people to
information.
We transform their business through enabling technology to give them back
time and freedom for other important stuff.

3. WHAT IS A SOCIAL ENTERPRISE
ANYWAY?

4. Imagine if…
• You could get rid of meetings and conference calls where
the only purpose was to give someone an update
• You could find out that someone else in your organisation
had already created a document about topic X before you
invested lots of your time into creating a new one
• You always knew the latest
information about the projects
and topics that interest you?
• Simply clearing your in-box
wasn’t cause for a major
celebration

5. Imagine if…
• You had the same visibility into the actions of your
interstate team members as you do for local team
members
• You didn’t have to ask your team mates what they’re
working on, because you already knew
• You knew exactly how to find out if
someone in the organisation had
the expertise you needed

6. What we’re describing here is what life
it like when your organisation becomes
a social enterprise.

7. What makes a social enterprise?
• People
• Connections
• Openness

8. People
• People are at the centre of a social enterprise.
• Its about recognising that workers are more than just
resources – they are complex, multi-faceted
individuals, with:
– Creativity
– Expertise
– Opinions
– Ideas
– Credibility
– Passion
– Feedback
– Contributions
– Activities

9. Rich User Profiles
Photo and Bio
contact details
Expertise
Micro blogs
Communities
Earned
Badges
• In a social enterprise, we enable people to know
and be known via rich user profiles
• Why do this? Engagement. Full value

10. Connectedness
Connected in a Social Enterprise means..
• Opening up channels for peer to peer collaboration and
communication
• Build up the ‘wirearchy’* of trusted, valued connections
- within and around my organisation
• Supporting the weak/strong, near/far links
* John Husband www.wirearchy.com

11. Connectedness
• Enable people to connect to and share with one
another
– Create content together using wikis
– Have discussions using forums
– Share and develop ideas using ideation
– Share status updates and crowd-source solutions using
micro-blogs
– Acknowledge teammates using badges
– Work together in communities

12. Collaboration by another name?
A Social Enterprise is differentiated by:
• New tools that aid a more social form of collaboration
– Following
• People, sites, topics
– Activity streams
– Micro blogging
– Communities of interest
– Badging and recognition
• Openness

13. Openness
Openness means:
• Working in way that has greater visibility
– “Working aloud”, “Narrating”
– Like an open plan office..but with a discoverable history
• Creating a chatter of activity and updates that we
can tap into by selective following of people ,
communities and topics
• Real-time awareness amongst team mates of what
each other is doing
– “Looking over each other’s shoulders”

14. But not in Big Brother way!

15. But not in Big Brother way!
.. And no FB-style stalking!

16. Why would we want openness?
• Cohesion, awareness, efficiency
For a stunning example of cohesion
watch this YouTube clip of the
murmuration of the starlings
of Otmoor

17. Why would we want openness?
• Widen the benefits
When a query is handled via
email, phone or instant
chat, only the participants
benefit; If on the other hand
the question is posed in a
micro blog, others can
benefit too.

18. IS THERE A BUSINESS CASE FOR A
SOCIAL ENTERPRISE?

19. Value & Business Performance
Revenue Cost
• Improved customer • Self service support
satisfaction and loyalty • Overcoming barriers to
• Better quality tenders, collaboration: travel and
improved win rate communications costs
Productivity Connected Culture
• Less duplication • New hire ramp up
• Faster tender responses • Quicker location of expertise
• Faster cycles • Improved connections b/w
• Better decisions teams
• Career diversity

20. Newsgator survey
Top recorded benefits
83% - Increased speed of access to knowledge
55% - Increased speed of access to experts
41% - Increased employee satisfaction
31% - Faster employee on-boarding & training
28% - Increased # of successful innovations
28% - Reduced travel costs
28% - Reduced communication costs
Newsgator 2011

21. Newsgator survey
Top recorded benefits
83% - Increased speed of access to knowledge
55% - Increased speed of access to experts
41% - Increased employee satisfaction
31% - Faster employee on-boarding & training
28% - Increased # of successful innovations
28% - Reduced travel costs
28% - Reduced communication costs
Newsgator 2011

22. The challenge of dis-engaged staff

23. What do workers people want?

24. What do workers people want?

25. What do workers people want?

26. What do workers people want?

27. What do workers people want?

28. What do workers people want?

29. What do workers people want?

30. What do workers people want?

31. What do workers people want?
People (that’s us!) are pretty clear about how we want to
handle information outside work , so why not provide the
same sort of tools at work

32. Two great reasons for Social Enterprise
• The wonderful things about social business is that it
makes 2 important things better at once:
• It improves business outcomes, and
• It improves the working lives of everyone in business.
– How? It gives everyone a voice, and a chance to manifest
what Nelson Mandela calls your "spark of genius“.

33. GETTING BUY-IN

34. Social is, well, different!
• No mistaking – it is change
• New tools, new attitudes
• Can’t run this like traditional corp change
– Purposeful facilitation
– More freedom, less control
– Participation is encouraged, but optional

35. Buy-in and Adoption
• Seek out heavy hitters (management) and the
influencers (power users)
• Identify the use cases that make it easy and
rewarding to participate

36. What me, worry?
We’d need very
strict policies to I feel anxious
specify who can about ‘putting
do what myself out there’
Isn’t it just about
making people feel
good?

37. What me, worry?
Address through:
1. Education
We’d need very
strict policies to
I feel anxious
specify who can
2. Social policy
do what
about ‘putting
myself out there’
3. Audits & analytics
Isn’t it just about
making people feel
good?

38. SELECTING SOCIAL TOOLS

39. Get the functionality you need
• Profile (source of truth)
• Activity streams
• Communities of interest
• Videos
• Ideation
• Badging and recognition
• Reach (portal, desktop, mobile)

40. But don’t forget the ‘non-funcs’
• Supportability by your IT apps department
• Existing vendor relationships
• Costs
• Data sovereignty (who controls your data)
• Systems of engagement needs the same rigor
as systems of record

41. Social Integration – what are you connected to?
Intranet CRM ERP SCM
Social everywhere
Connective tissue
Gartner: “By 2016, 15% of businesses will deploy a horizontal social technology layer that
integrates with several business applications”.

42. What next?
1. Take a strategic view
2. Work out the requirements
3. Decide on the tool
4. Get your toe in the water
5. Roll it out

43. Credits & further reading
• ‘Social Business by Design’ Hinchcliffe & Kim 2012
• www.jarche.com
• www.wirearchy.com