Making Leaders Successful Every Day

© 2012 Forrester Research, Inc.

Reproduction Prohibited

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2 © 2009 Forrester Research, Inc. Reproduction Prohibited

September 29, 2012

Social Changes Everything

Rob Koplowitz

Vice President, Principal Analyst



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We will evolve to working anytime, anywhere



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We are working more remotely

Source: Forrsights Workforce Employee Survey, Q1 2011

66% of information workers in NA and EU already work remotely, half of whom are

Hyper-Mobile



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We will carry incredible power and functionality wherever we go

49% of information workers have smartphones and 25% use them for

work*. 62% percent of organizations plan to or have implemented

enterprise mobile applications†.

*Source: Forrsights Workforce Employee Survey, Q1 2011†Source: Forrsighs Budgets And Priorities Tracker Survey, Q4 2010



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Interactions will get richer and more lifelike

18% of information workers use desktop video conferencing for

work* while 55% percent of organizations plan to or have

implemented these capabilities†.

*Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey†Source: Forrsighs Budgets And Priorities Tracker Survey, Q4 2010



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We will access information in new ways

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

11% of US information workers, 17% of Gen Y, and

28% of directors and executives use tablets at least

once a day



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We will evolve to working anytime, anywhere

Source: May 3, 2011, “The SaaS Market Hits Mainstream: Adoption Highlights 2011” Forrester report

18% of organizations have implement content or

collaboration in the cloud, 21% more are planning to do so.



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We will become increasingly social

Of US information workers, 20% use public social networks, 56%

are investing in enterprise social solutions.

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



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And, it’s a priority for many

Source: Forrsights Software Survey, Q4 2010

53% consider increased use and deployment of collaboration

technologies a high or critical software priority.



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It starts with a vision



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Mobile is key, smart phones are everywhere

http://www.samsung.com/us/mobile/cell-phones/SGH-I897ZKAATT

http://www.samsung.com/us/mobile/cell-phones/SCH-I500RKAUSC

http://www.samsung.com/us/mobile/cell-phones/SCH-I100ZKAXAR

http://www.lg.com/uk/mobile-phones/all-lg-phones/LG-android-mobile-phone-P990.jsp

http://www.lg.com/uk/mobile-phones/all-lg-phones/LG-android-mobile-phone-GW620.jsp

http://www.lg.com/uk/mobile-phones/all-lg-phones/LG-android-mobile-phone-GT540.jsp

http://www.apple.com/iphone/features/



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And tablets are coming through every door



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Why mobile and social go together like peanut butter and jelly

Source: http://www.sogoodblog.com/2009/04/02/national-peanut-butter-jelly-day/

1. More and more employees go mobile to get work done: at work, at home, and on the go– 41% of the information workforce is highly mobile

2. Employees bring personal devices to work and expect to be able to use them– Half the smartphones and 70% of the iPads used for

work are purchased by employees

3. The entire industry is shifting to create new solutions and new value through mobility

http://www.sogoodblog.com/2009/04/02/national-peanut-butter-jelly-day/

http://www.sogoodblog.com/2009/04/02/national-peanut-butter-jelly-day/



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People

• Target audience• Social profile

Objective

s

• 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



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Demand for social comes from…

Seniors

b. 1920-1945

Baby Boomers

b. 1946-1965

Gen Xers

b. 1966-1979

Gen Yers

b. 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%



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It’s a business issue

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)



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People


Objective

s


Strategy


Technology


Use The POST Method To Plan Implementation

POST



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Understand your business objectives

Business outcomes

What will change?

How will you measure

success?

Tie to business goals



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People


Objective

s


Strategy


Technology



POST



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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



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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



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IT needs to be

structured for social

strategy enablement.



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People


Objective

s


Strategy


Technology



POST



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Back to our vision…



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It starts with fundamental decisions

Progress on the current

path of manned flight

...or take a radical new

approach



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You have fundamental decisions to make

Partners



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tibbr looks to bridge line of business and the knowledge worker

System-generated notification User-generated response



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Forrester Wave™: Activities Streams, Q2 ’12May 2012 “The Forrester Wave™: Activities Streams, Q2 2012”



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Ten Steps To Develop A Social Business Strategy



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1. Design a social ecosystem



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2. Gain

executive

support



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3. Develop your social capability map

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



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4. Establish a social business council



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5. Select from competing social strategies to

invest, pilot and support



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6. Establish social media policy &

employee training



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7. Empower employees to solve

customer & business challenges



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8. Plan social public relations



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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