This document summarizes insights from a survey on social enterprise and collaboration. It finds that while most companies see social collaboration as important, adoption is often low, around 10-30% of employees. Successful companies have buy-in from top and middle management, allocate dedicated budgets, and measure results with business metrics. They also integrate social initiatives both internally and with external partners.
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Breaking down the walls of the Social Enterprise
1. BREAKING DOWN THE WALLS OF
THE SOCIAL ENTERPRISE
Some data-driven insights
Emanuele Quintarelli
Digital Transformation & Social Enterprise, EMEIA Advisory Center at EY
Enterprise 2.0 Summit, Paris 2014
Page 1
3. THE SOCIAL ENTERPRISE IS GROWING
Even more important to those
already along the journey
54% of companies consider Social
Collaboration very important today
and 75% in 3
Page 3
years.
(64% and 82% respectively)
4. IT GENERATES VALUE
Improving internal efficiency (43%),
increasing coordination on projects
(30%), enabling knowledge circulation
and reuse (40%) among the top drivers
of Social Collaboration
Page 4
5. BUT IT IS NOT IN A GOOD SHAPE….
At 54% of organizations
employee adoption is stuck
At only 7% of companies the
entire workforce is virtually on
between 10% and 30%
board (>75% of employees)
Page 5
6. IN SEARCH for the WHY & CULTURAL FIT
Social Enterprise is not a priority or
culture is not ready for 60% of
laggards vs 36% of top performers
40% of both top performers and
laggards struggle with ROI and not
enough tangible benefits
Page 6
7. HOW TO TURN THE SOCIAL
ENTERPRISE INTO A
STRATEGIC OPPORTUNITY?
Page 7
8. THE TOP & MIDDLE MANAGEMENT BUY-IN
Support by the senior leadership is
the top adoption factor among the
leaders (68% vs 47% of laggards)
Page 8
Middle management is a barrier
only for laggards (24% vs
14% of the leaders)
9. A HYBRID ROLL-OUT STRATEGY
A well structured roll-out strategy is
key in successful projects (41% vs
18% of others)
Page 9
Projects balanced a top-down
strategy with a bottom-up
engagement of end users 2 times
more when adoption is reached
10. THE PEOPLE INGREDIENT
Half of laggards have no one formally in charge of collaboration
That’s 5 times more than successful companies
Page 10
11. MONEY WHERE IT MATTERS
56% of laggards have virtually no money for collaboration. Top performers
have at least 100K Euros of yearly budget 3.5 times more
Leaders have a budget balanced between strategy, technology and change
management 50% more than others
Page 11
12. MEASURE TO STEER AND SELL
50% of laggards have no measurement in place vs 9% of leaders
Top perfomers use business metrics 3
Page 12
times more than followers
13. SOCIAL BUSINESS IS HERE ALREADY
Internal and external engagement initiatives are already integrated
for 36% of the top performers vs 5% of the laggards
End-to-end social business projects are planned in the next 2
years for 23% of the top performers vs 7% of the laggards
Page 13
14. Emanuele Quintarelli
Emanuele Quintarelli
Digital Transformation and Social Enterprise
EMEIA Advisory Center at EY
Digital Transformation & Social Enterprise
EMEIA Advisory Center of Excellence at EY
Twitter: @absolutesubzero
Skype: emanuelequintarelli
@absolutesubzero - http://www.socialenterprise.it
Source: Social Collaboration Survey 2013 by Emanuele Quintarelli & Stefano Besana
Source:
Web: http://www.socialcollaborationsurvey.it
Social Collaboration Survey
by Emanuele Quintarelli & Stefano Besana
http://www.socialcollaborationsurvey.it
Page 14