APPNATION IVSAN FRANCISCO, CADECEMBER 11-12, 2012 

Building the Social Enterprise (Panel)

David Coleman - Collaborative Strategies

Gordon Evans – Salesforce.com

Kris Duggan - Badgeville

Andrew Kershaw – Oracle

December 11, 2012 (Appnation)

3

• Founder and managing director of Collaborative Strategies, Inc

• Author: of 4 books on collaboration

• Speaker. blogger, article and column writer, industry analyst (Collaboration)

• Industry Analyst for 25 years. Consulting and advisory services:Help end-user organizations using collaborative tools to spend less and get more.

• davidc@collaborate.com

• Monthly E-letter

davidc@collaborate.comwww.collaborate.com

Twitter = @dcoleman100Skype: ddcoleman+1-650.342.9197

David Coleman

Introducing Our Panel

©2012 Collaborative Strategies 4

GORDON EVANS, SENIOR DIRECTOR, PRODUCT MARKETING, SALESFORCE.COM

KRIS DUGGAN, CEO, BADGEVILLE

ANDREW KERSHAW, SENIOR DIRECTOR, ORACLE SOCIAL NETWORK, ORACLE

Rate of Change of Tech by Generations

©2012 Collaborative Strategies 5

©2012 Collaborative Strategies 6

©2012 Collaborative Strategies

7

©2012 Collaborative Strategies

8

What is a Social Enterprise?

©2012 Collaborative Strategies 9

Q1- What 3 Characteristics Would You Say, best define a Social Enterprise?

• Kris

1.

2.

3.

Andrew

Gordon

©2012 Collaborative Strategies 10

Traditionalist

Trait: PaternalisticLeadership Style: Top-

downCareer: Pay dues,

build legacyValue: Loyalty Rewards: Job security

and recognition

Boomer

Trait: OptimisticLeadership Style:

ConsensusCareer: Competitive;

change agentsValue: OpportunityRewards: Money, title

and perks

Generation X

Trait: Skepticism Leadership Style:

Competence Career: Resourceful,

self-manage Value: Freedom Rewards: Transferable

benefits, flexibility and balance

Millennials (Gen Y)

Trait: EmpoweredLeadership Style:

Non-hierarchicalCareer: Cutting-edge

vs. experienceValue: Diversity and

social responsibility Rewards: High pay,

interesting work and work/life balance

Emerging Workforce Needs Shift

Born 1928–1945 Born 1946–1964/5 Born 1965/6–1980 Born 1980–2000

Source: Based in part on “Meeting the Challenges of Tomorrow's Workplace,” CEO Magazine, 2005

11©2011 Collaborative Strategies

Generational Differences

• Seniors – “loose lips sink ships”• Boomers – e-mail and phone (1 on 1)• Gen X- IM and chat (faster)• Gen Y – Work in groups, teams communities,

collaboration is critical– don’t like e-mail, too slow – Chat/IM/SMS, – the Twitter Generation

12©2012 Collaborative Strategies

Q2- How do You Think the Rapidly Changing Workforce affects SocEnt.• Kris

• Gordon

• Andrew

©2012 Collaborative Strategies 13

Q3- What do You See as the Three Biggest Benefits of Soc Ent? • Andrew

• Kris

• Gordon

©2012 Collaborative Strategies 14

Changing Organizational Structures

©2012 Collaborative Strategies 15

• Hierarchical•Fishnet•Matrix

Future (net)work organization

©2012 Collaborative Strategies 16

Core group > 100 includes:Company ManagementR&D managementOperations managementMarketingOutsourced:

SalesITHR - Supply chain

Q4- How do you Think Organizations are Changing Due to Social Business?

• Gordon

• Andrew

• Kris

©2012 Collaborative Strategies 17

Metcalfe’s Law

Crowd Corollary Value = O(T*E / ATP ) Engagement drives network value

Dunbar’s # = number of social relationships = 150

©2012 Collaborative Strategies

Q5- What Role does Engagement Play in the Social Enterprise?• Andrew

• Gordon

• Kris

©2012 Collaborative Strategies 19

What is a Crowd (and why is it important to business)• I have defined Goal Driven Crowd as:• “a coordinated network that drives an

outcome, task or goal which has business value”

©20012 Collaborative Strategies

20

Q6- How is a Crowd Different? Or is it Part of the Social Enterprise?• Kris

• Gordon

• Andrew

©2012 Collaborative Strategies 21

Thanks to the Panel

Thanks to the Audience!

©2012 Collaborative Strategies 22

APPNATION IVSAN FRANCISCO, CADECEMBER 11-12, 2012