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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.
• Monthly E-letter
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
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What is a Social Enterprise?
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Q1- What 3 Characteristics Would You Say, best define a Social Enterprise?
• Kris
1.
2.
3.
Andrew
Gordon
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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
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Q3- What do You See as the Three Biggest Benefits of Soc Ent? • Andrew
• Kris
• Gordon
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Changing Organizational Structures
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• Hierarchical•Fishnet•Matrix
Future (net)work organization
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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
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Metcalfe’s Law
Crowd Corollary Value = O(T*E / ATP ) Engagement drives network value
Dunbar’s # = number of social relationships = 150
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Q5- What Role does Engagement Play in the Social Enterprise?• Andrew
• Gordon
• Kris
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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
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Q6- How is a Crowd Different? Or is it Part of the Social Enterprise?• Kris
• Gordon
• Andrew
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Thanks to the Panel
Thanks to the Audience!
©2012 Collaborative Strategies 22
APPNATION IVSAN FRANCISCO, CADECEMBER 11-12, 2012