Workshop 4 - Ferdinand Kobelt - Enterprise 2.0 Strategie & Governance

Enterprise 2.0 Strategie & Governance Chancen nutzen, Risiken minimieren Ferdinand Kobelt, Partner

12. September 2012 #somey

Seite 1 Enterprise 2.0 - Strategie & Governance #somey

CV Ferdinand Kobelt

Background •  Leader Social Media & Social Business Competence Center •  Partner, Advisory •  Joined Ernst & Young in 1990 •  Bachelor in Computer Science Engineering,

University of Applied Science, Berne •  Post Graduated diploma Executive Master of Corporate

Management and Business Administration, University of Applied Science, Berne

•  Member of Information Systems Audit and Control Association (ISACA) since 1991, Member of Information Security Society Switzerland (ISSS), Member of Swiss ICT Switzerland

•  Certified Information Systems Auditor (CISA) •  Certified Information Security Manager (CISM) •  Certified in Risk and Information Systems Control (CRISC) •  Languages: German (mother tongue), English, French, Italian

Phone: +41 58 286 69 31 Mobile: +41 58 289 69 31 Email: [email protected] Social Media: XING, LinkedIn, Twitter, Google+, Facebook, Flickr, Youtube, Slideshare,

Instagram, Pinterest, Foursquare, etc. Skills

•  Social Media Strategy & Governance

•  Business 2.0

•  Cloud Computing

•  IT security and risk management, risk conversion

•  Open Source Advisory

•  Project and program management

•  Sourcing (In- and Outsourcing)

•  Data Quality and Data Management

•  Experienced in various industries, including financial services


Evolution


Evolution


Evolution


Enterprise 2.0 / Social Business

Chancen

Risiken

Externe Sicht

Interne Sicht

Enterprise 2.0 in einer

Unternehmung

Rekrutierung

internen Wissens- austausch

Branding und Marketing

Interne Kommunikation

Public Relations

Compliance Risiken

Reputations- risiken

Strategische Risiken

CRM

Operative Risken

Innovation und Crowd Sourcing Interne

Schulungen

Social Engineering

Datenschutz

Security

Regulierungen

Kommunikation mit Lieferanten

Wissens- management

Kommunikation mit Kunden

Zu hoher Aufwand

Finden von Experten


Definitionsvorschläge für Enterprise 2.0

Aus Sicht der Technologie: •  Enterprise 2.0 ist der an den Unternehmenszielen ausgerichtete Einsatz von Social

Software innerhalb von Unternehmensgrenzen sowie zwischen Unternehmen und Kunden, Partnern und Lieferanten.

Aus Sicht der Organisationskultur: •  Enterprise 2.0 ist die an den Unternehmenszielen ausgerichtete Transformation von

Unternehmen zu mehr Offenheit in Kommunikation und Zusammenarbeit sowie zu einer stärkeren Vernetzung zwischen Mitarbeitern, Kunden, Partnern und Lieferanten (welche durch Social Software ausgelöst bzw. unterstützt werden kann).

Enterprise 2.0 will dazu beitragen, dass Unternehmen durch verbesserte Kommunikation zwischen Mitarbeitern, Kunden und Lieferanten agiler und damit wettbewerbsfähiger werden.


Die Dimensionen von Enterprise 2.0

Wissensmanagement, Bereitstellung von Inhalten durch Nutzer, Strukturierung von Inhalten durch Nutzer, Wissensteilung, Zugriff auf Wissen, Innovation

Kommunikation, soziale Vernetzung, Interne Zusammenarbeit, finden von Experten und Ansprechpartnern

Mitarbeitende nutzen Enterprise 2.0

Kunden

Internal social collaboration

Unternehmung

Partner

Lieferanten Ideen, Zusammenarbeit, Kommunikation, Feedback, Stimme

des Kunden Ideen, Zusammenarbeit,

Feedback, Kommunikation

Ideen, Zusammenarbeit, Kommunikation, Feedback,

Stimme des Kunden

Ideen, Zusammenarbeit, Feedback, Kommunikation


Status Quo bei vielen Unternehmungen

Geschäftsleitung

Org. Einheit A Org. Einheit B Org. Einheit C Informatik Kommunikation Personal


Social Business ist Chefsache!

Org. Einheit A Org. Einheit B Org. Einheit C Informatik Kommunikation Personal

Geschäftsleitung

Social Business Governance

Beispiele Social Business Strategy Good Practices �  Ganzheitliche Social Business Strategie welche die

Organisationsspezifischen Stärken und Schwächen berücksichtigt

�  Social Business Strategie wird unter anderem mittels Social Business Policy umgesetzt

Beispiele Social Business Policies Good Practices �  Organisationsweite Social Business Policy

gegebenenfalls mit lokalen Anpassungen �  Policy deckt sowohl interne wie externe

Kommunikation als auch private und berufliche Nutzung ab

Beispiele Social Business Awareness Good Practices �  Alle Mitarbeitenden haben Zugang zur Social

Business Policy und werden regelmässig über zugelassene und verbotene Inhalte informiert

�  Überprüfen der Social Business Policy

Beispiele Social Business Monitoring Good Practices �  Vollständige Übersicht aller offiziellen Social Business

Profilen und Plattformen der Organisation ist vorhanden

�  Risk/Incident Management berücksichtigt Reaktionen auf Inhalte von Social Business Sites


Chancen und Risiken

Chancen / Motive • Wissensmanagement • Wissensteilung •  Vernetzung •  Innovation •  Betriebsklima

Risiken / Barrieren •  Kosten-Nutzen •  Sicherheitsbedenken • Unternehmenskultur • Motivation der Nutzer


Die fünf Erfolgsfaktoren für Enterprise 2.0

•  Verknüpfung der Aktivitäten mit übergeordneten Zielen Bei der Auswahl geeigneter Enterprise 2.0 Tools und Prozesse sind der Nutzen, die Zielgruppen und die übergeordneten Ziele der Unternehmung aufeinander abzustimmen (Kommunikation, Kollaboration, eLearning, Knowledge-sharing, Innovation, etc.).

•  Bereitstellung geeigneter personeller Ressourcen Die Betreuung von Enterprise 2.0 erfordert ausreichend personelle Ressourcen und spezifisches Know-how.

•  Offenheit für Kritik Jedes Feedback bietet eine grosse Chance zur Verbesserung. Mit Kritik sollte man offen umgehen und in den eigenen Reflektionsprozess einbauen. Dies kann auch zur Steigerung der Effektivität und Effizienz beitragen.

•  Berücksichtigung der rechtlichen Rahmenbedingungen Bei der Nutzung von Enterprise 2.0 die rechtlichen Rahmenbedingungen zu berücksichtigen.

•  Vermarktung der Enterprise 2.0 Aktivitäten -> Motivation der Nutzer Bei der Nutzung von Enterprise 2.0 sollten begleitende, motivierende Aktivitäten durchgeführt werden. Hierzu eignen sich beispielsweise Hinweise zu den Aktivitäten auf den Intranet-/Internetpräsenzen, Plakate, Publikationen, Infoveranstaltungen, Wettbewerbe, etc.


Fragen & Diskussion

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Appendix A - Social Business

Identify where and how businesses need to adapt to economic and environmental changes.

Customers

►  Improve customer experience

►  Increase service effectiveness

►  Optimize marketing effectiveness

►  Develop multi-channel strategy

►  Improve customer analytics & insight

Suppliers and partners ►  Optimise end-to-end digital

supply chain processes

►  Improve supplier relationship management

►  Optimise sales & operations planning process

Investors

►  Manage investor relations and communications

►  Optimise communication strategy

►  Develop digital strategy

►  Carry out market competitive analysis

►  Develop and implement digital operating model

Employees ►  Develop and implement a change

management strategy

►  Define and embed customer centric culture

►  Develop social media policies & governance

►  Build digital capabilities


Appendix B - Opportunities of Social Business

The “social business” brings both opportunity and threat. Below are some of the opportunities...

Enter new markets & transform business model

Facing significant disruption, to their core business, Royal Mail Group now sell white label financial services from Bank of Ireland. They provide online data services to marketers and supply chain planners and they provide a white label eCommerce engine for SMEs.

Find new profitable segments

The long tail has created opportunities for mass customisation of products to the meet specific needs of niche customer segments. Zipcar offer a range of subscription and PAYG offerings for personal and business users. Also Telefonica Digital have launched a range of digital partnerships focussed on early adopters of mobile payments.

Learn more about customers

It’s a cliché to say that “data is the new oil”. But the digitisation of everything has given unprecedented opportunity to learn more about customers and translate that learning into product development, improvement of pricing & processes etc. Organisations like Dell, Gatorade, Burberry have dedicated listening capabilities to keep their finger on the pulse of the customer.

Transform communications & drive innovation

There is nothing new about “social”. Human beings have always been “social” but the reach and scale of connectivity has been transformed. Both geographical boundaries and business silos can be broken down with collaboration technology. IBM have built an internal social network of 85k employees. Internal IBM Jams have generated $100m funding for new business ideas.

Share knowledge & leading practices

Yum is the largest and fastest growing restaurant operator in the US. They built an internal community to knock down internal silos and geographic boundaries. The internal community allows employees to submit questions, share knowledge, report problems, roll out new offerings

Digitise legacy processes Business processes like account origination in Financial services are being digitised. Supporting processes like credit & checking can be integrated into the process, removing unnecessary admin and time for both the customer and front office staff.

Create vast scale with limited resource

Some new brands have scaled to punch way above their weight. Amazon, Zappos, even UK start-up GiffGaff have leveraged peer to peer networks and an eco-system of suppliers to drive a multiplier effect. GiffGaff customers fix over 90% of each others service problems and generate between 5-7k word of mouth acquisitions per month.

Transform marketing, sales & service effectiveness

The impact of digital is not just external to consumers, it is also internal to business operations. Sales organisations like Deutsche Bank are improving sales effectiveness through insight. Deutsche Bank have built an alumni network which alerts account managers when alumni move to client roles or to competitors.


Appendix C - Threats of Social Business The “social business” brings both opportunity and threat. Below are some of the threats...

Disruptive start-ups Once the darling of the stock market, Blockbuster video failed to adapt it’s business model and filed for bankruptcy in 2010. The fall of Blockbuster exactly matches the rise of Netflix, however Netflix too now faces a threat from OTT players and faced the wrath of customers when it tried to separate it’s DVD from it’s streaming business.

Mega-vendors entering new markets

Google and Facebook are increasingly acquisitive and aggressively entering new markets from Financial services (Google wallet) to TV (Google acquired Motorola and recently launched Google TV) to Phones (Facebook is rumoured to be launching a handset).

Transparency of everything Information is increasingly difficult to hide. Pricing is transparent and available to competitors in real time. Negative product reviews are impossible to delete (they will simply re-appear on another forum). Employee comments, however inappropriate, written on public forums are visible to all and spread like wildfire.

Loss of control to chameleon consumers

Consumers constantly swarm to the latest hardware device, app or social network. They are increasingly fickle in their buying decisions and constantly changing their preferences based on their surrounding circumstances. Keeping up is a game of constant catch-up.

Regulation & Privacy In the same way that technology is constantly changing, so to is regulation. Increasingly there is a backlash against the perceived intrusion from Google and Facebook and their right to collect and store such vast quantities of personal information. EU and country regulations are in constant flux e.g. The recent changes to cookies regulations.

Information overload Data may be the new oil but currently many organisations are drowning in it. BSkyB found that their customers were generating around 7000 unstructured posts about them every day. The vast majority were meaningless noise, but hidden in the noise were real opportunities and threats e.g. A customer thinking about switching providers.

Integration In many organisations loud computing has empowered the business to get access to IT solutions much faster and for lower opex spend. The downside is that in some organisations purchasing has bypassed corporate IT who are then left with multiple SaaS services to integrate. This is both a technical and a commercial challenge.