1. THE SOCIAL ENTERPRISE.
interactions
BUSINESS FREDERICPEOPLE— @FREDERICW
FEBRUARI 2013 —
AND WILLIQUET ARCHITECTURE
FREDERICW.COM

2. WORLD IS CHAN GING...
VUCA FREDERICW.COM

3. NOW SUCCESS AT WORK MEANS
DEVELOPMENT + NETWORK
KNOWLEDGE + TALENT
COLLABORATION EFFICIENCY +
INFORMATION EXCHANGE
success
WORK
at
FREDERICW.COM

4. FREDERICW.COM

5. W E NEED T O RETHINK THE WAY W E WORK
ENTERPRISE SOCIAL NETWORKING (ESN) IS A SET OF TOOLS AND BEHAVIORS THAT
PROMOTE OPEN CONVERSATIONS WITHIN AN ORGANISATION TO ACHIEVE BUSINESS
OBJECTIVES. THIS LEADS TO MORE ENGAGED EMPLOYEES, INCREASED INNOVATION AND
FASTER BUSINESS OUTCOMES. IT IS ALSO COMMONLY KNOWN AS ENTERPRISE 2.0 AND
SOCIAL BUSINESS. — THE 5 W OF ENTERPRISE SOCIAL NETWORKS • SOCIAL ENTERPRISE TODAY
FREDERICW.COM

6. INTEGRATED. OPEN. S OCIAL. DATA-DRIVEN.
FREDERICW.COM

7. BUT DON ’T THINK S OFTWARE IS ENOUGH
49% OF BUSINESS LEADERS THINK THE KEY CHALLENGE
TO IMPLEMENT SOCIAL SOFTWARE IS
GETTING PEOPLE TO PARTICIPATE.
— IDC SOCIAL BUSINESS SURVEY, MAY 2011
FREDERICW.COM

8. YOU WILL NEED ENGAGEME NT OF ALL
FREDERICW.COM

9. IN TODAY’S ENGAGEMENT ECONOMY, WHERE TIME AND ATTENTION ARE BECOMING INCREASINGLY
SCARCE AND RESOURCES PRECIOUS, PEOPLE ARE LIKELY TO GRAVITATE TO ACTIVITIES THAT ARE
AUTHENTICALLY REWARDING AND FILLED WITH THE OPPORTUNITIES TO ACHIEVE, GROW AND SOCIALIZE.
— HOW GAMIFICATION IS RESHAPING BUSINESS IN THE ENGAGEMENT ECONOMY • DELOITTE BLOG
give opportunities to
ACH IEVE, GROW AN D SOCIALIZE
FREDERICW.COM

10. THE KEY ELEMENT THAT EMPLOYEES ARE CONCERNED WITH IS «VALUE».
THEY ARE CONSTANTLY ASKED WHAT VALUE THEY PROVIDE TO THE COMPANY.
BY OPENING UP CONVERSATIONS, IT ALLOWS WORKERS TO OFFER VALUE BASED ON THEIR KNOWLEDGE,
NOT BASED ON THEIR POSITION WITHIN THE HIERARCHY. AS THIS VALUE IS UNLOCKED, IT LEADS TO
FASTER AND BETTER BUSINESS OUTCOMES AS WELL AS HIGHER EMPLOYEE MORALE AND ENGAGEMENT.
— THE 5 W OF ENTERPRISE SOCIAL NETWORKS • SOCIAL ENTERPRISE TODAY
help them to offer value
BASED ON T HEIR KNOWLEDGE
OPEN UP CONVERSATIONS! FREDERICW.COM

11. START A CULTU RESHIFT
COMMAND AND CONTROL > TRUST DRIVEN
HIERARCHIC > NETWORK-ORIENTED
HEROES & EXPERTS > ALL CONTRIBUTIONS COUNT
FAILURE NOT ALLOWED > EXPLORE AND CREATE
FREDERICW.COM

12. B UILD A ST RONG COLL ABORATIV E CULTURE
CREATING A STRONG COLLABORATIVE CULTURE:
1. ENCOURAGE PEOPLE TO SHARE IDEAS (— AND TO BE CURIOUS!
)
2. BUILD BRAINSTORMING INTO EACH PROJECT
3. LOG IMPORTANT COMMUNICATIONS
4. LIMIT GROUP SIZES
5. RESIST THE URGE TO DIRECT
— POOR COLLABORATION — BREAKDOWNS, IDEALS, AND CULTURE
• MICHAEL SAMPSON
FREDERICW.COM

13. BU ILD A NEW ASDERASHIRPCHITECTS
KIND OF LE OCI L A
0 15 30 45
60
STIMULATOR BUILDING TEAMS,
Stimulator OPTIMISING COLLABORATION,
Innovator USING PARTICIPATIVE DECISION-MAKING, MANAGING CONFLICT
Mentor
INNOVATOR LIVING WITH CHANGE,
Pilot
THINKING CREATIVELY,
Mediator
Coordinator
CREATING CHANGE
Productor MENTOR UNDERSTANDING SELF AND OTHERS,
Controller COMMUNICATING EFFECTIVELY,
None
DEVELOPING SUBORDINATES
PILOT VISIONING,
— WHAT ROLES ARE STILL TOO FEW IN YOUR ORGANIZATION FOR OPTIMAL PERFORMANCE? — SD WORX PLANNING AND GOAL-SETTING,
DESIGNING AND ORGANISING,
DELEGATING EFFECTIVELY FREDERICW.COM

14. -MEDIA SKILL S EVERY LEA DER NEEDS
SIX SOCIAL
— MCKINSEY QUATERLY FEBRUARY 2013
FREDERICW.COM

15. B ECAUSE LE ADERSHIP IS A CONVE RSATION
4 ELEMENTS OF ORGANIZATIONAL CONVERSATION THAT
REFLECT THE ESSENTIAL ATTRIBUTES OF INTERPERSONAL
CONVERSATION:
INTIMACY
INTERACTIVITY
INCLUSION
INTENTIONALITY
— LEADERSHIP IS A CONVERSATION • HARVARD BUSINESS REVIEW
FREDERICW.COM

16. A GOOD TOO L FOR CONVE RSATION...
& EMAIL IS NOT
FREDERICW.COM

17. S OCIAL ENA BLED HR P ROCESSES EXAMPLES
SOCIAL PERFORMANCE MANAGEMENT
SOCIAL TALENT ACQUISITION
SOCIAL LEARNING & SKILL DEVELOPMENT
SOCIAL PROJECT MANAGEMENT
— CEDARCRESTONE.COM
FREDERICW.COM

18. FREDERICW.COM

19. FREDERICW.COM

20. @FREDERICW.COM

21. IEVE A SOCIAL ENTERPR ISE TRANSFORMATION
5 KEY INGREDIE NTS REQUIRED TO ACH
1. EMPOWERING PEOPLE (EMBRACE VISION / DECISION MAKING GOVERNANCE)
2. SIMPLE PROCESSES
3. CULTURE OF SHARING & SIMPLIFICATION (MINDEST)
4. EFFECTIVE TECHNOLOGY (CAPABILITIES)
5. IMPACT & MEASUREMENT
FREDERICW.COM

22. TO START?
ORGANIZATION
VIRTUAL &
MANAGEMENT & PHYSICAL
HOW
LEADERSHIP 2.0 ENVIRONMENT
ORGANIZATIONAL CULTURE W PROCESSES OPERATIONAL
ENGAGEMENT CAPABILITY
COMMUNITIES
INDIVIDUAL
FREDERICW.COM

23. AIL@FREDERI CW.COM • +32 472 93 42 58
@F REDERICW• M
FREDERICW.COM