Reframing our assumptions over Social Business

Reframing our assumptions

Over Social Business

Thierry de BaillonAssociate Partner – Transitive Society

Enterprise 2.0Andrew McAfee

Social BusinessIBM – Dachis Group

Social EnterpriseMarc Benioff (Salesforce)

Social OrganizationBradley – McDonald (Gartner)

1492

1485 – John II of Portugal rejected the project

1490 – Isabella of Spain rejected the project

1492 – Isabella of Spain finally approved

Long time commitmentStrong leadershipNeed for a prominent sponsor1493 – Second trip

Learning from failure

Wrong Assumptions

• Planning to reach Asia• Underestimating the

distance• Wasting human

resources

Further success?

A huge military campaign seeking for wealth, beginning an era of slavery

Enterprise 2.0Andrew McAfee

Social BusinessIBM – Dachis Group

Social EnterpriseMarc Benioff (Salesforce)

Social OrganizationBradley – McDonald (Gartner)

"The significant problems we face cannot be solved at the same level of thinking we were at when we created them."

Albert Einstein

?Companywide –mass- collaborationIntegrated social platformSocializing processesFostering employees engagement

We are considering many issueswith yesterday’s eyes

"Erroneous assumptions can be disastrous."Peter Drucker

© Jeff McNeill

?Organizations have an homogeneous structure and cultureSocial needs adoptionLeadership is the new managementCo-creating with customers

We are making many assumptions

Are we getting it right?

the Future of Collaborative Enterprise project

Aiming at reframing the problem of getting collaboration right before

jumping to solutions

More than 30 interviews,Making sense from insights,Drafting scenarios,Back to interviews…

Assumption #1

Organizations arehomogeneous

RESOURCES

PEOPLE

MOTIVATIONS

STRUCTURE CULTURE

Culture and structure are the main influencers of workers’ behaviors.But very few companies have a coherent, global structure. Even fewer have a real global culture.

MOTIVATIONS

STRUCTURECULTURE

MO

TIVA

TIO

NS

STRU

CTU

RECU

LTU

RE

MOTIVATIONS

STRUCTURE CULTURE

CULTU

RE

PEOPLE PEOPLE

MOTIVATIONS

STRUCTURE CULTURE

RESOURCES

Diversity is the organizational reality

Organizations operate more and more as finite ecosystems of diverse, inter-connected and inter-dependent entities, each with its internal purpose and culture, balancing between collaboration and competition according to contextual requirements.

Assumption #2

Social SoftwareNeeds Adoption

Focus on adaptation, not on adoption

The most efficient way to provide workers with tools to get their work done is to allow them to adapt the tools to their own practices.

The future is DIY

Assumption #3

Leadership is theNew Management

Category Role Tasks

Informational Monitor

Disseminator

Spokeperson

Seek and receive information, scan papers and reports, maintain interpersonal contactsForward information to others, send memos, make phone callsRepresent the unit to outsiders, in speeches and reports

Interpersonal FigureheadLeader

Liaison

Perform ceremonial and symbolic duties, receive visitorsDirect and motivate subordinates, train, advise and influenceMaintain information links in and beyond the organization

Decisional Entrepreneur

Disturbance handlerResource allocatorNegociator

Initiate new projects, spot opportunities, identify areas of business developmentTake corrective action during crises, resolve conflicts among staff, adapt to external changesDecide who gets resources, schedule, budget, set prioritiesRepresent departments during negotiations with unions, suppliers, and generally defend interests

Henry Mintzberg’s managerial roles - 1973

Organizations expand beyond boundaries

Enterprise’s ecosystem include partners, suppliers, competitors and customers.Empowering internal diversity requires a new balance between control and autonomy.

Category Role

Informational Monitor

Disseminator

SpokepersonInterpersonal Figurehead

Leader

LiaisonDecisional Entrepreneur

Disturbance handlerResource allocatorNegociator

New roles and skills for a new model

New roleResource orchestrator

New skillsSense makingPatterns matching

Beyond its boundaries, the Collaborative Enterprise will need to secure its identity.

Managers need to become Storytellers

Assumption #4

Collaboratewith customers

Mass Customization… in 1998

Co-creation is mostly marketing

Creating products and services while focusing on customers’ point of view doesn’t mean collaboration, but conversation and assistance through social.

Yet, some customers are qualified enough to act as partners.

Treat them so.

"Today, in our society of individualism and hyper-consumerism, the quest for happiness, for well-being has become something fundamental. And I don’t think that a company can sustainably and efficiently go against men and women primary aspirations."

Gilles Lipovetsky

Thank you

http://thefutureofcollaboration.com

tdebaillon@transitive-society.comTwitter: tdebaillonSkype: t_de_baillonLinkedin: debaillonMobile: +33 (0)6 11 62 49 80Blog: http://www.debaillon.com