Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

5 steps to becoming a social & collaborative enterprise - Andrew Bishop - Jacobs

Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Wird geladen in …3
×

Hier ansehen

1 von 43 Anzeige

5 steps to becoming a social & collaborative enterprise - Andrew Bishop - Jacobs

This presentation includes a definition of social enterprise, key benefits and the major decisions to be addressed for any organisation seeking to embark on the journey to becoming a more social, collaborative enterprise. It was was delivered in Melbourne in August 2012. See also www.uniqueworld.net

This presentation includes a definition of social enterprise, key benefits and the major decisions to be addressed for any organisation seeking to embark on the journey to becoming a more social, collaborative enterprise. It was was delivered in Melbourne in August 2012. See also www.uniqueworld.net

Anzeige
Anzeige

Weitere Verwandte Inhalte

Diashows für Sie (20)

Anzeige

Ähnlich wie 5 steps to becoming a social & collaborative enterprise - Andrew Bishop - Jacobs (20)

Aktuellste (20)

Anzeige

5 steps to becoming a social & collaborative enterprise - Andrew Bishop - Jacobs

  1. 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. 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. 3. WHAT IS A SOCIAL ENTERPRISE ANYWAY?
  4. 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. 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. 6. What we’re describing here is what life it like when your organisation becomes a social enterprise.
  7. 7. What makes a social enterprise? • People • Connections • Openness
  8. 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. 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. 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. 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. 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. 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. 14. But not in Big Brother way!
  15. 15. But not in Big Brother way! .. And no FB-style stalking!
  16. 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. 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. 18. IS THERE A BUSINESS CASE FOR A SOCIAL ENTERPRISE?
  19. 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. 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. 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. 22. The challenge of dis-engaged staff
  23. 23. What do workers people want?
  24. 24. What do workers people want?
  25. 25. What do workers people want?
  26. 26. What do workers people want?
  27. 27. What do workers people want?
  28. 28. What do workers people want?
  29. 29. What do workers people want?
  30. 30. What do workers people want?
  31. 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. 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. 33. GETTING BUY-IN
  34. 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. 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. 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. 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. 38. SELECTING SOCIAL TOOLS
  39. 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. 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. 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. 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. 43. Credits & further reading • ‘Social Business by Design’ Hinchcliffe & Kim 2012 • www.jarche.com • www.wirearchy.com • www.uniqueworld.net/blog • http://the2minspconsultant.blogspot.com.au/

Hinweis der Redaktion

  • WE ARE SPECIALISTS IN THIS DOMAIN:This is a TAG cloud we used a program to create this based on the feedback of a survey we did at a major organisation. The larger the words the more times they came up in the survey. The survey asked what could be done in the organisation to improve their working life – and how they service the customers…This is where we come in as Unique World.We have been in business 12 years. We are called Unique World because when the business was started by Eddie Geller in 1998 we were developing the back-end commerce engines – whereas most other DOT.COM start-ups were focusing on the web front end. This means we have a huge legacy in web and application engineering and development.As demonstrated in the eCommerce engines we have sold off to the likes of DickSmith and Tandy’s. And also illustrated more recently with our RecordPoint software that enables eDMRS on SharePoint – but more of that later...So how are we structured to support you?
  • @jonhusband  (www.wirearchy.com) coined the term wirearchy to refer to the informal networks created between the people that make up an organisation.
  • I suppose for some of you this all sounds like collaboration and maybe it is just another phase of collaboration – perhaps we should call it Collab2.0 or perhaps social collaborationThe distinction here is that in a social enterprise adds two more characteristic
  • Cohesion, better, more efficient teams, Left hand knows what the right hand is doing, Starlings in England (YouTube 2007)
  • Cohesion, better, more efficient teams, Left hand knows what the right hand is doing, Where we work with openness, we can benefit not just those who are part of the initail communication, but all those who might benefit from the insights that came of it.
  • Buz case important for corpgov committees and BoDs, who stake their goodwill and reputation on the thoroughness and accuracy of them
  • Dachis GroupMcKinsey
  • Benchmark study from pre-Collective 2011. Our clients responses. Anecdotal business benefits. Inline with McKinsey study.
  • Benchmark study from pre-Collective 2011. Our clients responses. Anecdotal business benefits. Inline with McKinsey study.
  • Poll of 700 US workersModern Survey measures employee engagement using five questions that gauge the following:.. Do employees take pride in their company?.. What is an employee’s intent to stay with their company?.. Is an employee inspired to put in extra effort to help their company succeed?.. Would an employee recommend their company to others?.. Does an employee see a promising future for themselves at their company?
  • Integration with your core knowledge systems eg. SharePoint, WebSphere -
  • Lay the foundationTry it out: Nick Milton They won’t really know it until they do it. from 8 demand-side KM principles

×