Best Practices for Building a Social Enterprise

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Best Practices for Building a Social Enterprise

Guest Speaker:

Rob Koplowitz,Vice President, Principal Analyst Serving CIO Professionals Forrester Research

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What is Social Enterprise, anyway?

We live in a Social World

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How can it be mirrored in the enterprise?

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Social Enterprise MethodologyLeveraging the Power of Many

The “Social Enterprise”

Social CRM

Team Collaboration

Interaction Tools Collaborative Decision Making

Web 2.0 Data

CRM

.Net/Java

Reports

Office& Emails

Phones

The Old enterprise

Has emerged!

Social Enterprise Starts with BI

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Best Practices for Building a Social Enterprise

Rob Koplowitz,Vice President, Principal Analyst Serving CIO Professionals Forrester Research

© 2009 Forrester Research, Inc. Reproduction Prohibited

October 23, 2012

Best Practices forBuilding a Social Enterprise

Rob Koplowitz

Vice President, Principal Analyst

It starts with a vision

People

• Target audience• Social profile

Objectives

• Business outcome• How success will be measured

Strategy

• How to achieve the objectives• Policy, people & processes

Technology

• Social technologies• Information & integration

Use The POST Method To Plan For Success

POST

Demand for social comes from…

Seniorsb. 1920-1945

Baby Boomersb. 1946-1965

Gen Xersb. 1966-1979

Gen Yersb. 1980-2000

Base: 1,382 US information workers who use social software at least monthly

Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey

1% 38% 35% 26%

And it comes from heavy users of BI and Analytics

Social software users are:

Managers, directors, or executives (49%)

Well compensated (52% make more than $60K a year)

Late workers (Average 43.53 hrs/week & average 6.91 hrs working outside the office)

People


Objectives


Strategy


Technology


Use The POST Method To Plan Implementation

POST

Understand your business objectives

Business outcomesWhat will change?How will you measure success?Tie to business goals

People


Objectives


Strategy


Technology



POST

Business value factors Scoring Score

What percent improvement do we expect in the process? 1=1%5=5%

Does the process directly increase revenue, reduce expense, or improve customer experience?

1=No5=Yes

Are key participants highly compensated? 1=No5=Yes

What is the level of risk that this won't work? 1=High risk5=Low risk

Business value score

Viability factors

How difficult will it be to get people to work differently? 1=Very hard5=Very easy

Are worker goals and objectives aligned with success of the initiative?

1= no5= yes

Are the business process owners on board and ready to address potential change?

1= no5= yes

Will existing processes or systems need to be re-architected?

1=yes5=no

Viability score

Business value

Stra

tegi

c al

ignm

ent

Sales

Customer Service

Manufacturing

Ease of driving change

Business value

HR

Training

Operations

New product development

Marketing

Highest likelihood of rapid business value

People


Objectives


Strategy


Technology



POST

Back to our vision…

It starts with fundamental decisions

Progress on the current path of manned flight

...or take a radical new approach

Integrate the tools the worker needs, in context

Critical Business Activity

Are we getting optimal results?

BI/ Analytics

Why? Why not?, Who knows?

Social

What else?

Content, UCC…

Ten Steps To Develop A Social Business Strategy

© 2012 Forrester Research, Inc.

Reproduction Prohibited

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1. Design a social business ecosystem



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2. Gain executive support



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3. Define where BI and Social are game changers

Deliver outstanding

customer service

Direct to consumer online sales

Forecast future market demand

Manage vendors

strategically

World-class logistics handling

Use technology to enable

capabilities

Manage finances

Attract and retain top

talent

Influence brand image through

marketing

Research and innovate new

products

Optimize inventory to

future demand

Provide parts & service customer

support

Maintain competitive

distribution channel

High quality production

Customer facing capabilities

Supply chain capabilities

Corporate capabilities

Sample capability map

4. Establish a social business council



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5. Select from competing strategies to invest, pilot and support

6. Identify risk, establish policy & train

employees



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7. Empower employees to solve customer & business challenges

8. Plan social public relations

9. Engage customers in conversations



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10. Measure business impact always



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© 2009 Forrester Research, Inc. Reproduction Prohibited

Thank you

Rob Koplowitz1 650.581.3854

[email protected]

Twitter: @rkoplowitz

blogs.forrester.com/rob_koplowitz

www.forrester.com

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Collaboration in BI today is ineffective

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Socially-enabled BI

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DemonstrationBusiness Intelligence 3.0

Enables collaboration on data-specific insights, allowing all users to work together, share insights and build corporate knowledge base – all within the BI system

The most advanced analytical capabilities for

analysts

AUTOMATED INSIGHTS &

RECOMMENDATIONSAutomatically recommends relevant and personalized

information to business users, helping them discover hidden

insights

ADVANCED ANALYTICSCOLLABORATIVE DECISION MAKING

SelfService

Business Intelligence 3.0

Benefits of Collaborative Decision Making

• Faster move from data to action

• Uncover hidden insights through the suggestive engine

• Management meetings more productive due to one version of the truth

• Building Corporate Knowledge Base

• Increased BI adoption among business users and analysts

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Q & A

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og/

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Best Practices for Building a Social Enterprise