Social business study 2012

Social Enterprise

Study 2012, May

1 [email protected] I @enriquez_n

Designa(ons


“Enterprise social software” Bluekiwi

“SBS” : “Social Business Software” Jive

“Enterprise social platform” Forrester

“Social media & Social organization”

Gartner

“Enterprise social network” Yammer

“Enterprise social software” Gartner

Multiple designations…2012

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Agenda

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Issues, Purposes, Scope & benefits Cultural issues & Change impacts Social business landscape Architecture Ecosystem trends Case studies Community management Legal Issues

Appendix

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Organization issues

Employees issues

Social Issues

  Matrix organization compartmentalization constraints   Reticular Management collaborative needs   Remote access and workshifting   Decentralized organization Risk of information loss   Spread & structuring of information & expertise

  Efficiency in remote mode, collaborative tools 50% employees (managers included) expect to benefit from innovative

tools provided by the HR (cf. Markess Study “Solutions en réponse aux nouveaux enjeux RH : … Perspectives 2014”)

  Digital natives / “Google” generation   Internet access by mobiles and tablets   “Social” internet: navigation guided by affinity and rating

Issues

“Atos Origin employees under 30 years don’t use email anymore. Electronic e-mail systems are only used to store data for this population. They develop their own social platform to connect & interact.”

LMI, French IT magazine


New purposes

•  “Tradi(onal” purposes from content management & collabora(ve 1.0

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Toward Enterprise 2.0…

•  New purposes from public social media

➜ Private & instant messaging systems, Webinars, Blogs, Forums, Working space, Knowledge management & Content management, “Who’s who”, “Who works with”, …

➜ Profile, Communities, Pages (Facebook), Wall, Networking, Social bookmarking, Ratings, Recommendations, Activity & news follow-up …

•  New purposes from internet ➜ Tagging, RSS feeds, Podcast, Streaming media, Wikis …


Scope

•  2 types of use

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•  Scope

➜ internal ➜ and/or toward ecosystem

0

0,2

0,4

0,6

0,8

1

1,2

1,4

1,6

1,8

2

Adapted from Lecko / Useo


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Key services and features Relationship & Conversation

Relationship

  Access management & digital identity (photos, expertise, experience, …)   Contributors & comments display   Connection information display   Members activity subscription (mail, RSS)

  Members activity follow-up & “Who’s following who” display   Members network showed as a Social graph   Recommendation of information, people, group, etc.   Expertise location

Activity focus

Linking focus

Conversation

  Management of private working spaces   Sharing of documents, wikis, blogs, etc.   Sharing of questions, ideas, surveys, conversations, etc.   Activity stream (i.e.: latest news …)

  Activity stream organization   Conversation feeding by the activity stream   Relay, recommend, vote, rate   Collaborate within the conversation’s stream (i.e.: documents sharing…)

Document focus

Conversation focus


Main benefits

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 Increase speed to access knowledge & internal experts ➜ “collecJve intelligence”

 Amplify collabora(on to get work done faster & beQer, regardless of their locaJon or organizaJonal boundaries ➜ “mass collaboraJon”

 Increase agility, speed & effec(veness  Accelerate innova(on

McKinsey Global Institute

“For 40% companies, social networking

& blogs are now in use”

Source : How social technologies are extending the organiza3on McKinsey Global Ins(tute

“Connect. Collaborate. Anywhere.”

Jive Mobile Solution [email protected] I @enriquez_n


Cultural issues & Change impacts

Cultural issues

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Source : Bluekiwi workshop,

Event : Salon Solu(ons RH, march 2012

All workshop available in lewub.net

“I’ve already have an intranet…” “I’ll loose my power…”

“Everybody will have access to information…”

“It’s a waste of time…” “The executive team won’t allow that…”

“The Communication department thinks it’s

not relevant…” “But people will talk to

each other…”

“It can be risky…”

“What about confidentiality…”

“Just another technology…”

“E-mails are sufficient…”


Change impacts

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Toward “social organiza(ons”:  Change the way people interact & work  New way to organize the knowledge : permanent & searchable

 Not a tool a new prac(ce New HR issues:

 New way of thinking “GPEC” & working habits

 New skills & contributors reward  “Mass collaboraJon”

Key Drivers

Change management effort

Charter of best practices

HR 2.0 strategy

3 major Key Drivers leading to a successful project



Social business landscape

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Compe((ve landscape matrix

Rela(onship

Discussion

Networking

Source: Lecko / Useo

  Access management & digital idenJty

  Contributors & comments display

  ConnecJon informaJon display

  Members acJvity subscripJon (mail, RSS)

  Members acJvity follow-‐up & « Who’s following who » display

  Members network showed as a Social graph

  Recommenda(on of informa(on, people, group, etc

  Exper(se loca(on

  Management of private working spaces

  Sharing of documents, wikis, blogs, etc

  Sharing of quesJons, ideas, surveys, conversaJons, etc.

  AcJvity stream organizaJon   ConversaJon feeding by the

acJvity stream   Relay, recommend, vote,

rate   Collaborate within the

conversa(on’s stream (i.e.: documents sharing…)

Community

Collec(ve intelligence

Dialog

Link

ing focus

Ac(v

ity fo

cus

Conversa(on focus Document focus

.



Networking

Community Dialog

Collective intelligence

Discussion

Relationship

Primary players from ECM , DMS & KM MS Sharepoint, IBM, Jalios… Improve the traditional tools and database dedicated to Content / Document / Knowledge management with additional social features

Evolving market with 3 major origins of actors Adapted from Lecko / Useo

1

New actors / “Pure” players Bluekiwi, Knowledge Plaza, Jamespot… Interface natively oriented around the conversation and complete personal profiles. Information is organized through the chronology & the “folksonomy” (tags for non-experts)

2

Business players: ERP, CRM, HR… SalesForce (Rypple, Chatter, Radian6) SAP (SuccessFactors, Jam) Cornerstone Saba (CloudPeople)… Enrich their current offerings with key social features (partner or buy)

3

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Business model A historical typology from business models that quickly evolve & converge…

Infrastructure tools The infrastructure offerings are more historically focused on the resource/document with a structural logic and tree. However they are quickly evolving toward relationship side.

SaaS SaaS offerings have an architecture and value proposition to encourage conversation. They were not primary focused on resource/document and have lack of CM features but have a greater networking potential.

Open source The open source offerings are still behind in terms of maturity. They have often basic social features, but a significant advantage of cost and flexibility.

Networking

Community Dialog

Collective intelligence

Discussion

Relationship Adapted from Lecko / Useo



Leaders Strong performers

Focused soluJons Limited to Micro blogging

& AcJvity streams

Broad & Consistent set of functionality

IBM Jive NewsGator Telligent BlueKiwi - France

Atlassian Microsoft SharePoint Socialtext + Competitive options:

OpenText & Cisco

Adapted from Forrester

Chatter Tibbr

Socialcast Yammer

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Social business landscape -‐ Benchmark Vendor Solution French logos Offer mode Business model

IBM Connections Sogeti, ASI Informatique, Optique 2000 …

ISV Modules in SaaS Mobile

NC

Jive Jive SBS Leader in France SAP, CISCO, Nike, CSC

SaaS & ISV Mobile

Fremium Business : 5€/month Enterprise : NC

NewsGator Tomoye Few clients Bouygues Telecom, BNPP ISV NC

Telligent Telligent Enterprise

Few clients La Banque postale

SaaS & ISV Mobile NC

Atos BlueKiwi Leader in France

Total, SFR, Thales, GDF-Suez, Allianz …

SaaS & dedicated Cloud

100 users : 7,5€/month 500 users : 6€/month 2000 users : 4€/month + Licenses

Atlassian Confluence Few clients

Société Générale Good presence in Fr w/ JIRA

SaaS 51 - 100 users : 300$/month 101 - 500 users : 500$/month 501 – 2000 users : 1000$/month

Microsoft Sharepoint Accenture, Aéroport de Paris, Altran … ISV NC

Socialtext Very few clients SaaS & ISV NC

OpenText OpenText Few clients SNCF, BMW SaaS & ISV NC

Cisco Cisco Quad ? ISV SaaS in 2013 Mobile

NC

Lead

ers

Strong

performers

Compe

((ve

op(o

ns

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Business model Impacts on pricing & projects

Offerings types Implementation/ Integration Run (*)

Basic SaaS “Plug & play”

N/A no configuration effort no integration issue + change management

$ 50 to $ 150 /User /Year

SaaS or On-premise

K$ 10 to 50 and more… integration impact with the intranet and with other applications + extensive change management approach

$ 50 to $ 75 /User/ Year Examples: • Bluekiwi basic> 100 users: € 7,5 /U/month; 1 000 users: € 5 /U/month; 10 000 users: € 3,5/U/month • Yoolink > from € 2.5/U/month… • Yammer > 3 offerings: Fremium: free; Business: $5/U/month; Enterprise: NC

Opensource similar as Opensource collaborative intranet

N/A

(*) A minimum number of users is required



Architecture

Strategic approach

IT approach

Business approach

Self-directed approach

Social IS Urbanization

Non-specialized solutions

Architecture

•  2 trends, apparently contradictory

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➜ Development of Enterprise Social initiatives ➜ Current IS rationalization issues for CIOs

•  4 architecture approaches ➜ Strategic approach ➜ IT approach ➜ Business approach ➜ “Individual”/self-directed approach

Market trend Organization, Business applications, processes & habits are “socializing”…


Architecture

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4 Approaches that can be complementary

Strategic approach

IT approach

Business approach

Self-directed approach

Social IS architecture

Non-specialized solutions

Adapted from Lecko / Useo



Ecosystem trends

Ecosystem trends

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Integration, Aggregation, Mobility & Analytics

Adapted from Lecko / Useo [email protected] I @enriquez_n


Case studies

Case study

1 of the largest building materials company 47 000 ees in 100 countries (30 % generaJon X) Issues MulJple acquisiJons had fragmented the company Strategic goals require fast coordinated global responses Output CommuniJes created around the company’s strategic iniJaJves 8 000 acJves users A truly global organizaJon “Opera'onally, we work as individual countries and regions & markets. The challenge is to get everyone involved regardless of loca'on, job, or language. [Social media] enables us to develop ini'a'ves at incredible speed by taking the structure of the company_and a person’s place in the organiza'on_out of the discussion, so that we can all work together and move fast. [Social media] creates a truly global organiza'on.” Miguel Lozano, Director of InnovaJon

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CEMEX

Gilberto Garcia, Head of Innovation

Adapted from Gartner, The social organisation


Case study

France Telecom-‐Orange one of the world’s leading telecommunicaJons operators 172,000 employees worldwide, including 105,000 employees in France Issues Inside : develop employees trust Market impact : display an InnovaJve brand image Output Successful pilote since 2010 (35 000 acJve members/200 000) Features are steadily increasing Some managers became Community managers Cross-‐funcJonal projects developed faster

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ORANGE in France

Jean Daries, Director of project

Nota : SFR has launched its “social” intranet in 2008

Testimonial

Event : Salon Solutions RH, march 2012



Community management Focus

Case study – GDF SUEZ feedback for “Les écohabitants”

1st community web site in energy saving

Audience 20 000 visitors / month In 1 year : X2 15 000 ➜ 33 000 members

Main Features Simulation tools Teaching aids videos Blogs ➜ chat between members Forum ➜ exchange of views between members questions can be asked to GDF experts

Key success factors To Monitor

  Content : consistency & steadiness Relevant & appealing content ➜ to be relayed in blogs, press, etc.

  Animation : steadiness & appeal To nurture web site with new content

on a regular basis   Share : Spread content in many platforms ➜ to generate traffic to the web site  People : promote the members everywhere

in the web site

 Numbers of members vs Engagement (involvement & interactions)

  Negatives comments ➜ to be able to manage it quickly  Don’t minor the workload to manage

a community (tasks of watch, moderation, search for information, legal issues …)

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Case study – GDF SUEZ feedback for “Les écohabitants”

People: promote the members

Spread content in many platforms ➜ to generate traffic to the web site

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Key success factors

Build the community Get members ac(ve Lead con(nuous analysis & improvement

Sources Synthesis from social influencers How Social Technologies drive business success, Google may 2012 7 myths about social media Blogs : Fred Cavazza Cyril Bladier Seth Godin

#1

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#2 #3

#1 Build the community

Recruit massively & Engage

relevant targets

  Define precise goals for the community   Engage relevant targets ie : existing communities on/off-line   Promote the community   Send a welcome pack : welcome mail with latest news & comments, quick start

guide, credentials, user guide   Build relationship with the influencers   Drop personal emails   Introduce members to each other

Feed relevant

  Relevant content attract people & get people to register   Tone of speech

  Personal and authentic to be close to the community   Ask for thoughts, suggestions and comments

to make people comment & interact

Attract

ATAWAD

  Share & spread content in several platforms generate traffic to the community   Social media (Twitter, LinkedIn, SlideShare …)   Corporate web site   Blogs of experts (employees, partners, HR gurus ..)   Press release   Invite people to register during events …

It’s not about membership count but about engagement and getting members active

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#2 Get members ac(ve

Create appealing content

Build a “real”

& “unique” relationship

with members

  Update content on a regular basis (2 to 3 times/week) avoid getting bored   Have a look & feel appealing with pictures, charts …   Make suggestions & ask questions to get members involved   Invite special guests to contribute: influencers, business experts   Let members be the first to get relevant info on the company (roadmap, product

launch)   Elaborate a reward & incentive policy see Appendix

  Usually a minority of members create content in online communities on a regular basis. Build a special relationship with them   Give a response to every comment   Thank & compliment members   Make them feel valued shine a spotlight on members who contribute   Create “usages” (see Twitter) “FM” & “FF” : “Follow Monday” or “Friday”; Welcome; “W Back” : Welcome back…   Select topic experts and shine a spotlight on them

Have an active community will naturally attract members

Make it simple !

  Remove everything the community doesn't need

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Legal Framework

Legal framework

#1 Current issues #2 Best prac(ces #3 A work in progress

Sources Conferences “L’entreprise dans les réseaux sociaux : les clés d’une stratégie juridique gagnante”, co-animated by Mathieu Prud’homme, Web & Contentious Director. May, 16th 2012

“Community managers : Intéressez-vous au droit avant que le droit s’intéresse à vous …”, animated by Eric Barbry, Head of E-communication & Law. Comundi-University Paris Dauphine www.alain-bensoussan.com. May, 25th 2012

A legal framework to master & to challenge on a continuous basis

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#1 Issues

Intellectual property

ReputaJon Economic intelligence

Who‘s is the owner of the contribution members ? Who owns the intellectual property in co-design & crowdsourcing ?

Social media watch to know what is it said about the brand and its products, How to respond to attacks ?

Information leaks, Information gathered by competition through social media …

Legal Issues faced by a BtoB Company in Social Business

Adapted from Alain Bensoussan lawyers

#2 Best prac(ces

•  A

Establish the rules

Set up a social business watch – in house/outsourced

Assign a referent – in house/outsourced

Have a strategy !

Establish the social media rules for the company employees & ecosystem.

Documents to elaborate or to amend : Information system guidelines (to amend) Service providers contracts (to amend)

Social media guide lines (employee + ecosystem) Community management guidelines Terms of use

Monitor what is said about the brand and its products & respond according to risk management : remove content by interacting with the web user or by taking legal action.

Community manager(s) and/or Social media manager. Have a legal watch. Establish guidelines : how to watch & monitor, moderate, interact.

Involve Legal, IT, Management, Communication & Marketing If a Social media is not selected or in a “wait & see” mode -> assess risk management (avoid cyber/typo squatting)

3 criteria to observe cost & ROI inhouse/outsourced legal issues 36

#3 A work in progress It’s work in progress, as social media evolves

constantly

Every 3 months or so !

See Pinterest (similar to facebook, Twitter …) “Pinterest may, in its sole discretion, modify or update these Terms from time to time, and so you should review this page periodically”

See CNIL Content as member contributions have a duration &, at the end, have to be archived & anonymous. Traceability is strongly monitored.

See AFNOR A structure will be gave to members comments & contributions in 2012.

Each country, its law … European law should align with CNIL guidelines.

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APPENDIX

38 38 [email protected] I @enriquez_n

Work cited How social technologies are extending the organiza'on November 2011 McKinsey Global InsJtute Online survey : 4,261 respondents

Business and Web 2.0: An interac've feature December, 2010 McKinsey Global InsJtute

The social organiza'on, how to use social media to tap the collec've genius of your customers and employees Anthony J. Bradley and Mark P. McDonald, Gartner INC, 2012 Published by Harvard Business Review Press

Urbanisa'on du SI Social : entre gouvernance, technologie et usage Etude RSE (Tome 4) RSE : une disparité propice à un ebulle de valeur 2.0 (Tome 3) Lecko-‐Useo, 2012 -‐ 2011

Blog LeWub, hQp://lewub.net

Press : LMI, French magazine


Work cited


The Enterprise Social Landscape Enters teen Years December 2011 By Rob Koplowitz hQp://blogs.forrester.com/rob_koplowitz/11-‐09-‐12-‐ Synthesis from social influencers on BtoB mainly How Social Technologies drive business success, Google may 2012 Myths about social media : http://blog.marketo.com/blog/2011/10/b2b-social-media-myths-my-favorite-lessons-from-jay-baer-at-marketingsherpas-b2b-summit.html http://socialmediab2b.com/2012/01/b2b-social-media-myth/ Blogs Fred Cavazza Cyril Bladier Seth Godin