Social collaboration that works

Social Collaboration that works RESULTS OF THE SOCIAL COLLABORATION SURVEY 2013 Emanuele Quintare l l i & Stefano Besana

AGENDA •  Overview of the Research

•  The State of Social Collaboration

•  The Secret of the Top Performers

•  From Collaboration to Business results

•  Authors and Contacts






Overview of the research

In a connected and digital society, expectations and behaviors individuals expose are everyday more influenced by the weight of the communities they belong to. Well beyond the personal dimension, this same social capital is now making its way into organizations, changing work practices, engagement mechanisms and even the drivers behind firms’ existence.

The Social Collaboration Survey 2013 analyses connection, communication, motivation and sharing dynamics among employees to surface the business potential, barriers and acceleration factors towards a new idea of firm. One that is able to address the huge economic challenges of the coming years.

To us, Social Collaboration is

A set of strategies, processes, behaviors and digital platforms that enable groups of individuals inside the organization to connect, interact, share information and work towards a common business goal

With the hope that this study will help in proving the value Social Collaboration can unlock, increasing the awareness between senior managers, identifying effective roll-‐out strategies, discovering the most impacted business processes, understanding how various organizational characteristics influence project outcomes.

The domain

The first quantitative study on the maturity level, the potential, the barriers and successful strategies for Social Enterprise initiatives. While conducted in Italy, its results seem to resonate very well with European and non European countries, as verified by presenting them at the recent Enterprise 2.0 Summit Paris.

Goals Identifying accelerating factors and best practices that influence the most internal communities’ success.

Methodology •  Online survey between July -‐ Sept 2013 on 300 italian companies, both large and small, across major sectors •  The study has addressed culture, organization, processes, technology, measurement to provide a 360°

perspective on the state of enterprise collaboration.

Main dimensions analyzed •  Importance •  Business drivers •  Internal sponsors

•  Available budget •  Outcomes measurement •  Integration with processes

•  Organizational maturity •  Best and worst practice in top performers •  Adoption of collaborative tools

For more information www.socialcollaborationsurvey.it

Organizations participating to the survey

Industries A large portion of our sample comes from the ICT sector (26%). Other well represented industries are Consulting (16%), Media (12%), Manufacturing (8%), Government (7%) and Financial Services (7%).

Number of employees 52% of our sample is made by small organizations (up to 100 employees). At the other extreme, many large (1K to 5K employees, 12%) and very large companies provided their data (10K employees, 17%).

Revenues Most of the organizations that took part to the survey (47%) have revenues that don’t reach 10M Euros. A significant sample is also made by huge corporations (20%) with revenues larger than 1B Euros.

Involved Profiles The study includes common employees (29%), profiles with specific responsibility on collaboration (20%), consultants (13%) and CEOs (12%).






Social Collaboration is a critical business lever

Today

Within a year

Within three years

Very Important

Not Important

Efficiency, coordination and reuse are the drivers

Improving internal efficiency

Improving coordination and team work on projects

Enabling knowledge circulation and reuse

Finding solutions by asking to the entire company

Building employee motivation and a better morale

Creating a common identity and connecting employees / departments

Enabling bottom-up participated ideation and innovation

Locating experts and expertise

Staying up-to-date with what your colleagues are doing

Embedding collaboration inside business processes

Top Priority High Priority

Medium Priority

Top management buy-‐in as the top success factor

Top Priority High Priority Medium Priority

Top management support since day 1

Enthusiasm and motivation among employees

Middle management support

Enterprise-wide involvement

Well structured roll-out and planning

Formal incentives for participation

A good fitting with organizational culture

Employees ready to use collaborative technologies

Information incentives for participations

Culture and a pervasive understanding still missing

Top Priority High Priority

Medium Priority

It is not a priority for the company

Culture is not ready

ROI and benefits are not tangible

Not enough incentives to change behaviors

Colleagues aren’t open to share resources and information

It is not aligned to our business goals

Fear of loosing control

It is a security threat

The enabling IT technology doesn’t fit with our architecture

Not enough budget

Nobody has time to learn a new tool

That’s why adoption is not there… yet

More than 75%

More than 50%

Between 30% and 50% Between 10% and 30%






Its relevance grows with time and adoption

Today

Within a year

Within three years

High levels of adoption

Low levels of adoption

Very Important

Not Important

Understanding the why and a bad cultural fit

ROI and benefits are not tangible

It is not a priority for the company

Nobody has time to learn a new tool

Culture is not ready

Not enough incentives to change behaviors

Not enough budget

It is not aligned to our business goals

It is a security threat

The enabling IT technology doesn’t fit with our architecture

Fear of loosing control

Colleagues aren’t open to share resources and information

High Adoption

Low Adoption

Top driver Important driver

Medium Priority

Secondary driver

1. Top management’s a must. The middle at the beginning

Top management support since day 1

Enthusiasm and motivation among employees

Middle management support

Well structured roll-out strategy

Employees’ readiness to adopt new technologies

Informal incentives

Formal incentives

Good fit with organizational culture

Enterprise-wide involvement

High Adoption

Low Adoption

Top driver

Important driver Secondary driver

2. A Hybrid roll-‐out strategy

The project balanced a top-down strategy with a bottom-up engagement of end users

The project has mostly followed top management guidelines

The project is born out of the motivation and needs expressed

by end users

High levels of adoption Low levels of adoption

3. Putting the people ingredient in there

At least 1part-time resource assigned to support collaboration

Some resources use their spare time to support collaboration

At least 1 full-time cross-departmental resource assigned to

support collaboration

Nobody formally assigned to support collaboration

At least 1 full-time departmental resource assigned to support

collaboration


4. Money. Spent in the right way

< 10K Euros

10K - 50K Euros

> 500K Euros

100K - 500K Euros

50K - 100K Euros

Budget balanced among the 3 dimensions

Budget mostly on the strategic dimension

Budget mostly on technological implementation

Budget mostly on training, change management,

community management

Other answers High levels of adoption


How big is your overall collaboration budget? Which dimensions is the budget allocated to?

5. Measuring to give direction and sell it internally

We have been able to reach our targets

Improvement noticed but targets still not reached

We overcome performance targets

Metrics are defined but not really used

We are near to reaching our targets

Both participation and business

metrics

Mostly participation metrics

Mostly business metrics

We don’t use any metric

High levels of adoption


What are you measuring? Are targets reached?

6. Social Business is happening already

Internal and external engagement initiatives are already integrated

An integration between internal and external engagement initiatives is expected but not yet planned

An integration between internal and external engagement initiatives is planned for the next 2 years

An integration between internal and external engagement initiatives is not planned

I don’t’ know







How to get the digital transformation started?

To take the most out from Social Enterprise initiatives, the results of the Social Collaboration Survey suggest organizations should delve attention to:

•  Analyze the initial cultural readiness of the organization and its employees towards collaboration in order to know the effort needed to change and plan accordingly.

•  Tie collaboration to specific (and shared) business goals with the aim to materialize relevant measurable outcomes for the top management.

•  Co-‐design the change with impacted individuals to exactly comprehend the context where work happens, its improvement potential and how to transfer ownership to end-‐users.

•  Subordinate technological decisions to infomational and operational needs without forgetting usability, social usability and integration with existing IT systems.

•  Keep cultivating employees communities by introducing the appropriate skills in terms of comunication, facilitation, mediation and relationship weaving.

•  Consider organizational evolution as the end goal as this is the only way to make change stick and scale. This requires training, guidelines, policies, centers of excellence and governance mechanisms.






Authors and Contacts

STEFANO BESANA Senior Consultant, EY

www.sociallearning.it @stefanobesana

EMANUELE QUINTARELLI Senior Manager, EY

www.socialenterprise.it @absolutesubzero

The Social Collaboration Survey is a free and public study. Its results have been published in the Social Collaboration Survey Report. For additional details and to download the full report (in italian), please visit www.socialcollaborationsurvey.it If you want to reach out to us or to get help with your own Social Collaboration initiative, please get in touch at: •  Skype: emanuelequintarelli •  Skype: stefanobesana